building a servant leadership culture · by december 31 executive directors to train center...

1 PROPRIETARY AND CONFIDENTIAL

BUILDING A SERVANT

LEADERSHIP CULTURERCPA Conference: September 2019


ABOUT THIS PRESENTATION

Today's presenters:

▪ Rich Rinaldi, MBA, PMP: National Director of Special Projects

▪ Mary Imbornone, M.Ed.: National Director of Learning and

Organizational Development

▪ Pattie Hillis-Clark, Psy.D., BCBA: Executive Director – Devereux

Pennsylvania Children's Behavioral Health Services center

▪ Rhea Fernandes, Psy.D.: SVP and Chief Operating Officer

Presentation overview:

▪ Devereux's journey to launch and sustain a Servant Leadership culture:

– "Why?" and "Why Now?" – President and CEO's vision

– The "What?" – Servant Leadership

– The "Elephant" analogy – How we took it on

– Does it work? – Measuring success

– What next? – Sustainability


ABOUT OUR PRESIDENT AND CEO’S VISION

▪ April 2018: Devereux President and CEO Carl E. Clark II launches

organizational redesign initiative

– Goals:

▪ Offer even higher quality, safer and more compassionate services

with improved and measurable outcomes

▪ Provide services more efficiently

▪ Improve the overall patient, employee and partner experience

▪ Organizational redesign phases:

1. Reinvent approach to HR management by creating a People

Operations function; launch QualityHealth Staffing, LLC

2. Redesign Clinical function; improve medical care coordination

3. Redesign Operations function; formalize organizational strategy/

planning process

4. Formalize a meaningful, constituent-engaged strategy

PROPRIETARY AND CONFIDENTIAL


ABOUT DEVEREUX ADVANCED BEHAVIORAL HEALTH

▪ Who we are:

– Founded in 1912 by special education pioneer Helena Devereux

– Today, Devereux is one of the largest nonprofit behavioral healthcare organizations

in the country

– Informed by the latest advancements in science and medicine, we combine evidence-

based interventions with compassionate family engagement to help change lives

– We are a national partner for individuals, families, schools and communities, serving

many of the most vulnerable members of our society in the areas of:

▪ Autism

▪ Intellectual and developmental disabilities

▪ Specialty mental health

▪ Child welfare

▪ Our structure:

– More than 7,500 staff across 15 centers in 13 states

– National headquarters = Villanova, Pennsylvania

– State footprint = Arizona, California, Colorado, Connecticut, Delaware, Florida, Georgia,

Massachusetts, New Jersey, New York, Pennsylvania, Rhode Island, Texas


https://youtu.be/yPNEHpY2GZ8

A CEO's VISION AND VALUES

https://youtu.be/yPNEHpY2GZ8


▪ Servant Leadership is

a philosophy and a set

of values and practices

that enriches the lives

of individuals, builds

better organizations and

ultimately, creates a more

just and caring world

WHAT IS SERVANT LEADERSHIP?


ROBERT GREENLEAF WROTE …

Servant Leaders …

▪ Devote themselves to serving

the needs of the organization

▪ Listen deeply to others and

welcome ideas and

perspectives

▪ Foster a culture of trust and

respect

▪ Work to build consensus for

decisions that impact others



WHAT SERVANT LEADERS DO …

A servant leader …

▪ Shares power; values and celebrates

the contributions of others

▪ Anticipates what lies ahead;

makes courageous decisions

▪ Follows up on commitments or

communicates when this is not

possible

▪ Makes it their legacy to help

others grow



SERVANT LEADERS IN HISTORY


THE GREENLEAF CENTER ON ACCOUNTABILITY


REFLECTION EXERCISE


WHICH TYPE OF LEADER ARE YOU?

EGOSELF

IDENTITY

MIND

YOU

R

MIND

EGO

SELFIDENTITY

MIND

YOUR

MIND

SELF-SERVING LEADER SERVANT LEADER

It’s all about you It’s all about others

Driven to lead for personal

reasons

Feel called to serve; called

to lead

Focus on your own power,

recognition and success

Thrive on the success and

recognition of those you lead

Fear feedback that reflects

poorly on you

Welcome feedback as an

opportunity to improve

Believe employees are there

for your benefit to serve you

Believe leaders exist to

serve others


▪ Opportunities to grow and

contribute in new ways

▪ Consistent accountability

▪ Increased quality of services

▪ Increased satisfaction in our

stakeholders, inside and out

▪ An engaged workforce we

are able to recruit and retain

WHAT’S IN IT FOR YOU?


EXECUTING VISION AND STRATEGY

▪ Phase I: Creating the team

– National Committee members

– Champions across all centers

▪ Phase II: Building the infrastructure

▪ Curriculum development – in-person and web-based training

– Communications – promote awareness

– People Operations-related materials (e.g., co. handbook, job descriptions)

▪ Phase III: Implementation

– Champions Conference

– Launch curriculum across the organization – board members to front-line staff

– Fostering external partnerships (e.g., Greenleaf, Cleveland Clinic, WaWa)

– Ongoing leadership training, research and measurement



THOUGHT LEADERSHIP

CLIENTS • FAMILIES • PAYERS

PROGRAMS AND SERVICES

FINANCES & TECHNOLOGY

HOW SERVANT LEADERSHIP FITS AT DEVEREUX


SERVANT LEADERSHIP – PROJECT TIMELINE


Timing Key Milestone

March 14 Presentation / overview – Assistant Executive Director meeting

March 16 Pilot training – Pennsylvania Community Service supervisors

March 19 Status update presentation – select Office of the President members

March 29 Pilot training – Administrative Assistant Summit

April 4 Pilot training – People Operations conference

April 16 Memo from Carl Clark to all staff introducing Servant Leadership

April 25 Presidents Executive Council training

May - June Intranet article + intranet site; promote via weekly/monthly emails to employees

By June 30 Train Devereux leaders (e.g., President's Executive Council)

July Servant Leadership Champions meeting

By December 31 Executive Directors to train center leadership teams

By June 30, 2019 Train all Devereux staff; provide learning tools to centers at time of rollout

Ongoing

Help centers/depts. integrate Servant Leadership into other areas (e.g.,

performance reviews, recognition, onboarding); Find ways to continue to the

discussion.


IMPLEMENTATION THROUGH

AGILE PROJECT MANAGEMENT


OUR IMPLEMENTATION PROCESS

▪ Goal: Implement and sustain Servant Leadership across a

large, geographically-dispersed organization within an

18-month timeframe

▪ Leadership buy-in is crucial for organization-wide success

▪ Focused agile project management approach with daily

check-ins ensured that the appropriate resources were in

place prior to Servant Leadership rollout





All Employees

Online training for all employees, supported by Champions on the ground

All Managers and Supervisors

In-person training by COO and National Learning Director at all Centers

Key Influencers (AKA Servant Leader Champions)

Kick-off conference for Champions, identified by Executive Director

Senior Management

COO-led initiative, buy-in secured via training/discussion at annual retreat

Board of Trustees

Trained at retreat by CEO of the Greenleaf Institute



Using Agile Project Management for Success

▪ Scrum is an agile PM method that has been successfully

deployed at Devereux

▪ It is a framework within which people can address complex,

adaptive problems, while productively and creatively delivering

products of the highest possible value (from The Scrum Guide)

▪ It is:

– Lightweight

– Easy to understand

– Difficult to master


INTRODUCTION TO PROJECT MANAGEMENT


▪ Values based in empiricism

and Servant Leadership:

– Transparency, e.g., the

ability for the team to see

what’s being done

– Inspection, e.g., frequent

check-ins to ensure we are

on track

– Adaptation, e.g., change to

ensure we are meeting goals




▪ The Team:

– Project Owner (the servant

leader)

– Project Manager (the organizer)

– Project Team Members (no

more than five additional folks)




▪ The How:

– The Sprint Period

– Sprint Planning

– Daily Stand-up

– Sprint Review/Retrospective

▪ Note that for practical reasons, the Review and

Planning are often combined at Devereux




▪ The What:

– Project backlog

– Sprint backlog

▪ Backlog

transparency is key!


APPLIED AGILE PM – NATIONAL SUPPORT

The Team

– SVP and Chief Operating Officer (project owner)

– SVP of People Operations

– National Learning and Organizational Development Director

– National Communications Director

– National Director of Special Projects

– Operational Leaders for review sessions who represent

▪ Outcomes and benchmarking

▪ Programs and services

Approach

– Two-week sprints, with planning Mondays and review Fridays

– Daily stand-ups at 8 a.m.

– Now, continue to meet Mondays at 8 a.m.



APPLIED AGILE PM – CENTER-LED INITIATIVES

▪ Each center developed a Project Charter to serve as a

roadmap for their rollouts

▪ Center teams chose their own organization structure

(e.g., project team, new committee, repurposed committee)

▪ Offered as-needed coaching/consulting with our National

Director of Learning and Organizational Development and

National Director of Special Projects

▪ Monthly (at first) and now quarterly virtual Servant Leader

Champion Check-Ins that have allowed for continued cross-

pollination and learning



CENTER PROJECT CHARTER: SAMPLE

Goals:

▪ Servant Leadership (SL) training – train 50 percent of staff by 2019 FY end

▪ Embed SL language in perf. management, policies/procedures and communications

▪ Design/implement recognition tools to ensure SL is celebrated/integrated into our culture

▪ Improve work/life balance through delivery of SL principles

Key Deliverables:

▪ Training: Determine timing of initial training > develop training > deploy training

▪ Root SL principles into day-to-day culture:

– Identify areas of "low-hanging fruit" that can jumpstart influence

– Develop recognition component that encourages cross-departmental celebrations

– Distribute SL visual cues across the center

Milestones:

▪ Distribution of SL action crosswalks distributed by Jan. 31, 2019

▪ Training component: Developed by Feb. 28. 2019; Implemented by April 8. 2019

▪ Recognition component: Drafted by March 31, 2019; launched by Sept. 31, 2019



MEASURING OUR SUCCESS



▪ Set data collection systems at the beginning of the project

▪ Began by mapping our existing data source to Servant

Leadership

– Annual employee survey

– Recruitment and retention metrics

– Major Risk Event (MRE) reporting

▪ Added further data sources, including:

– New fields on employee survey where we were lacking

– Client and external stakeholder data

▪ Dedicated data-focused resource is required to ensure integrity




▪ Successes

– Many of our existing systems mapped well to Servant

Leadership

– Positive outcomes mapped to completion of milestones and

deadlines listed of project charters

– Implemented new data collection systems based on the needs

of Servant Leadership, which provided robust information

▪ Challenges

– Finding organizational bandwidth to widen and deepen the

pool of data collected

– Limited timeframe for impact (less than one year of rollout to

entire organization)




▪ Servant Leadership contributed to a:

– 10 percent reduction in year-over-year employee turnover

– 15 percent reduction in major risk events

▪ Organizational results accepted for a poster presentation at the

American Psychological Association’s annual conference

▪ Performed organization-wide data analysis to inform goals and

strategic planning

▪ Strengthened our internal data analytics capabilities by hiring a

focused part-time employee


MAJOR SUCCESS: EMPLOYEE TURNOVER

National

• Annual turnover decreased 10 percent to 30.31 percent

Local Pennsylvania centers

• Annual turnover decreased a whopping 20 percent to just

under 25 percent

2020 Goal

• Decrease annual turnover another 4 percent


MEASURING OUR SUCCESS: EMPLOYEE TURNOVER


MEASURING OUR SUCCESS: MAJOR RISK EVENTS


NEXT STEPS


NEXT STEPS

▪ Identify and develop Champions

In-Training

▪ Prepare for Servant Leadership

Champions conference

▪ Develop and launch tiered Year 2

Servant Leadership training

▪ Expand national launch team to include a cadre

of existing Champions

▪ Collaborate with internal and external stakeholders to create

a customer service vision statement



Questions?

https://www.youtube.com/watch?v=vFkNtLVz

Tv4&feature=youtu.be.

https://nam02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.youtube.com%2Fwatch%3Fv%3DvFkNtLVzTv4%26feature%3Dyoutu.be&data=02%7C01%7CMIMBORNO%40devereux.org%7Ced8d91eeb0f04570a58a08d7258bb1a3%7Ca0b51ecc343444c8b73d05778a16d505%7C1%7C0%7C637019154224162608&sdata=ozrUaIbwnVb2YKs3500JcvaGG0d%2Flt740uXCs9INtnA%3D&reserved=0

building a servant leadership culture · by december 31 executive directors to train center...

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