Firmly established industries have been correctly revered because players who deserve nothing less than our respect and admiration found a solid way to shoot around the eight ball before they correctly called and landed their shot. Of course, the table changes over time — and now it’s our turn to call it.
It’s my job to reconcile the rock solid foundation our 50-plus year agency mission provides against a human service system that is out of date and out of line. Waiting around for change takes us nowhere. It’s time to step forward and change the guard:
Evaluate: Finish reading the old book before you write the new
■ Backstory: Make sure you’re well-versed in what was effective — as well as how the well-worn path became a rut.
■ Current narrative: Work smart by finding ways to utilize established resources, protocols and safeguards that are meaningful in today’s landscape.
■ Strategic plan: Grounded in what works, plot the change you want to see your team make and then translate it into measurable goals and objectives.
Case in point: The traditional institutional model for individuals with developmental disabilities established some practical financial and programming resources, but didn’t account for the fact that people are healthier and happier living in homes located in a community setting. Rigorous strategic planning enabled Wayside to give the individuals we support the community-based homes they had always dreamed of.
Differentiate: Staffing — and how you approach it — is your secret sauce
■ Strong suits: Creating an environment that draws out employee strengths provides them a springboard for self-directed and self-actualizing opportunities.
■ Think tank: Approaching challenges as a team can generate an extensive reservoir of industry knowledge.
■ Working with a net: Cultivating change and encouraging reach naturally comes with learning curves and good old-fashioned mistakes. At Wayside, staff are held accountable — with support — so things don’t go left of center.
Case in point: Evolving job descriptions reward employee tenacity, and ensure that our residential, transportation and day programs thrive.
Innovate: This is not a drill,
it’s a paradigm shift.
■ Reorient: Stop chasing after filling the need — you’ll never catch up. Instead, upend the current status quo by creating the solution and lead your stakeholders, constituents and customers to it by communicating what’s available.
■ Recalibrate: Throwing out the old model provides the opportunity to raise the bar on expectations and in turn, win customers.
Case in point: When the limitations of the traditional sheltered workshop model became evident, Wayside designed activity-based and community-oriented programming tailored for the people we’re privileged to support. The programming has been so popular that what began with 11 individuals today hosts over 125 participants with more growth on the horizon.
It is our honor to stand on the shoulders of industry visionaries and do the next right thing. With that honor comes a responsibility to change the guard in a way that doesn’t just make a mark, but makes a difference. ●
Terry Davis is president and CEO at Our Lady of the Wayside
