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Leading Within the Culture of MHMR
2
Leading Within the Culture
of MHMR
WELCOME!
Welcome
Introductions
Leadership Academy
Purpose
The purpose of the Leadership Academy is to empower leaders to successfully lead based on the organization’s mission, vision, values, goals, and guiding principles.
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Objectives
Objectives
- Provide the framework for new leadership to understand the culture of MHMR.
- Ensure that managers, supervisors and/or team leaders gain the knowledge and skills they need to become highly successful supervisors and leaders Provide the framework for embracing the Management Philosophy at MHMR.
- Educate Leadership about their role within the organization and expected performance levels.
- Provide the framework for embracing the Management Philosophy at MHMR.
- Educate Leadership about their role within the organization and expected performance levels.
Leadership Academy Experience
Learn from the Previous Cohort
Questions
What did I glean?
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How did this experience enhance my leadership ability?
2
What does it mean to be a leader?
3
Leadership to me is...
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Agency Branding
Agency Branding
Strategic Plan 2025
Catherine Carlton
Chief of Staff
Catherine Carlton
CEO Statement
To: All Employees
The culture change we have ahead of us in the next year will allow us to treat the whole person. How someone enters our system and flows through our services will be different. These enhancements allow us to work together as an agency, not as separate divisions. It continues to give the people we serve a voice, provides for a more person-centered approach, and next year they will have access to their health records through the myAvatar portal.
I want to take the time to tell you thank you for your work today and every day. The work we do truly does make a difference in people’s lives.
Susan Garnett
Chief Executive Officer
MHMR of Tarrant County
Name: MHMR: My Health My Resources
Mission: We change lives
Values:
We CARE
We Connect People in Our Community.
We Provide Access to Services.
We Link People to Resources.
We Empower People.
Culture is Key
We CARE
We Change Lives
Catherine Carlton Chief of Staff
We Change Lives
Agency Culture
Agency Culture
Culture
Your Truth
https://greatergood.berkeley.edu/videos/thumbs/SoH_S02E12_Stephen_Leeper_Full_mix_3.mp3
Service Excellence
with
Stacey Durr
Managing Director of Service Excellence
Service Excellence
Service Excellence
The Customer...
"The customer is the most important visitor on our premises.
He is not dependent on us. We are dependent on him.
He is not an interruption of our work. He is the purpose of it.
He is not an outsider of our business. He is a part of it.
We are not doing him a favor by serving him. He is doing us a favor by giving us the opportunity to do so"
-Mahatma Gandhi
Can you answer the following questions?
Questions
Why are you here?
Do you work at your full potential?
Who are your customers?
Service Excellence
The Why of Service Excellence
What is Service Excellence?
Why does Service Excellence matter?
How do we create a culture of excellence?
Strategic Plan
2025
Agency Values
Role of a Leader is to...
Role of a Leader
- Lead by example
- Coach
- Cheerleader
- Role model / demonstrate integrity
- Change agent
- Set performance standards
- Resources
- Remove barriers
- Hold self & others accountable
- Reward appropriately
- Establish continuity
- Empower
Commitment to Excellence
Preparedness
Preparedness
with
Rebekah Montgomery
Emergency Preparedness Specialist
Culture of Safety
A Culture of Safety Starts with YOU
Department of Emergency Management Environmental Safety
Safety & You
“If you become involved in a crisis situation, you will not rise to the occasion but, rather, default to your level of training.” ―
-José N. Harris
Agenda:
Department Role in the Agency:
- Know the Plan - Lead by Example
- Trainings Available
- Using the All-Hazards Approach
- 96 Hour Sustainment
- Business Continuity Plan
- Contact Us
- All Things EMES (resources)
Agenda
"Emergency preparedness is a team sport"
-Eric Whitaker
Role within the Agency
Role within Agency
- American’s with Disabilities Act (ADA)
- Business Continuity Sustainment Planning
- Emergency Management and Incident Command
- Emergency Preparedness
- Hazard Vulnerability
- Training and Exercises
- Environmental Safety
- Risk Management
- Incident Reporting System Management
- Security Coordination
- Disaster Behavioral Health
Know the plan, Teach the Plan – Lead by Example
- Dedicate ten minutes to safety topics during department meetings.
-Discuss safety and security concerns.
-Discuss recent safety and security events.
-Invite the Department of Emergency Management Environmental Safety to meetings.
- Participate in exercises and drills.
- The leader sets the pace.
- If you see something which raises concern, speak up.
Know the Plan
"Preparation through education is less costly than learning through tragedy.”
– Max Mayfield,
Director National Hurricane Center
We Provide Training
“You are your own best protection.”
– KnoWhat2Do.com
- Disaster Behavioral Health
- Emergency Preparedness Exercise and Drills:
- Evacuation
- Severe Weather
- Sentinel
- Lock-Out
- Lock-Down
- Environmental Safety and Security
- Field Safety Training
- New Employee Preparedness and Safety Training
- Psychological First Aid (Listen, Protect, Connect)
- Safety Response Team Training
- Workplace Aggression
Training Provided
2019
Trainings, exercises and drills offered in-house and in the community for a total:
- 1,368 training units
- 70 participants in Business Continuity Exercise
- 475 SRT Training units
Using the all-Hazards Approach
Incidents occurring drive our planning. Data analysis (what happens to us) informs how we train. It is evidence based.
All-Hazard Approach
Using a Hazard and Vulnerability Assessment (HVA)
severe weather ranks as the highest potential hazard for our area
Facility / Home All-Hazard Plan
All-Hazard Plan
Designed to be Site Specific
- Developed by program management or the facility Safety Response Team Lead.
- Enacted by Safety Response Team (SRT) and rehearsed by staff and consumers.
- Provides a systematic handling of crisis situations so that a safe orderly environment is maintained.
5 Functions
within the
All-Hazard Plan
5 Functions
All-Hazard Plans include the 5 Functions of Emergency Preparedness
1. Evacuation
2. Severe Weather
3. Sentinel
4. Lock-Out
5. Lock-Down
Evacuation
Evacuation
- Announce evacuation
- Take PAR, PEEP(s) Go-Bag, and Consumer sign-in to the pre-planned External Rally Point
- Begin evacuating staff & consumers to the External Rally Point
- Conduct a headcount/PAR
- Report any missing person to SRT-L and wait for further instruction (all clear)
Severe Weather Shelter
Severe
Weather
- Announce severe weather
- Take PAR, Go-Bag, and Consumer sign-in to severe weather shelter
- Conduct a headcount/PAR
- Move staff and consumers to approved interior shelter location.
- Wait for further instruction
Sentinel
- Individual demonstrating behaviors of concern.
- Never approach someone alone.
- Try to de-escalate the situation. If situation escalates, call 911.
- Examples include: Unknown individual wandering throughout facility, individuals who are yelling, etc.
- Trust your gut instinct.
Sentinel
Lock-Out
Lock-Out
- Announce shelter-in-place (lock-out) due to hazardous conditions outside the facility.
- The facility population will be positioned in a central, interior location (on upper floor if possible).
- Be prepared to shut off all heating/air conditioning systems inside the facility.
Lock-Down
Lock-Down
- Stay in your room or building
- Hide under furniture, turn out lights, close blinds and barricade or lock doors
- Silence your cell phone
- Stay away from windows
- Warn others: Call 8911
- Wait for "all clear" by police
The 96 Hour Sustainment Plan
96 Hr Plan
- Length of time the organization can exist in an emergency without support from outside resources
- Monitors staff
- Equips facility with Resources and Assets (RA)
- Helps organization to supply:
-Services
-Protection
-Nourishment
Business Continuity Plan
MHMR Ready
Business Continuity Plan
- Is a process to:
-minimize the impact of a major disruption to normal operations.
-enable restoration of critical assets.
-restore normalcy to the organization as soon as possible after a prolonged disaster.
- Is the phase of Emergency Management which follows immediate actions taken to protect life and property.
- Begins when the situation has stabilized.
Contact Us:
Contacts & Resources
Email: Emergency.Management@mhmrtc.org
Cathy Stout, MSSW, LCSW, CTTS, Director of Emergency Management
Environmental Safety 817.569.4372 C: 817.228.5941
Rebekah Montgomery, MSHS, Emergency Preparedness Specialist
817.569.4546 C: 682.215.3684
J. J. Jones, B.S., CEM, CHSP, Environmental Safety Specialist
817.569.4022 C: 682.319.8760
All Things EMES (Resources):
- Emergency Management Environmental Safety Website
- Knowhat2do.com
- MHMRready
Resources
Diversity
and
Inclusion
Diversity & Inclusion
Diversity & Inclusion
with
Espi West
Sr. Director of HR Diversity
Statement
Diversity and Inclusion Statement:
MHMR is committed to promoting and maintaining a diverse and inclusive environment that represents our community.
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Diversity Inclusion
- Support Managing Director of Human Resources with development and implementation of corporate diversity and inclusion strategies, including recruitment, performance management, leadership development, employee engagement and retention;
- Develop metrics for measuring the effectiveness of corporate diversity initiatives;
- Drive diversity programs in partnership with the D&I team and various stakeholders;
- Serve as subject matter expert and liaison to employee relations team and the organization to develop strategic action to attract/develop/retain diverse talent by analyzing and presenting talent demographics, monitoring data trends and developing diversity initiatives;
- Conduct benchmark and research analysis, including monitoring and reporting on diversity and inclusion topics;
- Partner with communications to regularly communicate internal and external diversity and inclusion initiatives, events and progress;
- Develop, manage, and integrate the organization's Employee Resource Groups;
- Identify, build, and sustain community partnerships to support corporate diversity and inclusion projects/plans/initiatives and business strategies;
- Coordinate all diversity innovations to ensure messages and implementation are consistent with MHMR mission, vision and values;
- Chair the Diversity and Inclusion Workgroup.
Meet Espi!
Espi West Sr. Director of Human Resources/Diversity and Inclusion
“I want to work on building and rebuilding bridges that bring us together as people. I want to advocate for everyone's success whatever that may be. It has taken me a lifetime to learn MHMR and I want to share it.”
-Espi West
Diversity Word Wall
Culture is...
Culture
The combination of cultures affects individuals in different ways.
Cultural characteristics give us a starting point to understanding a person’s background and what has influenced and shaped them to become the person that they are today.
Lifesavers
Division Overview
MHMR
Division Overview
Administration
Early Childhood Services
Disability
Services
Behavioral
Health
ECS
What are Your Expectations?
Expectations
Take away group activity:
Working with the people at your table, identify
2-5 expectations. Email them to Lisa. Come prepared to our next gathering to flip chart your answers and share them.
LUNCH TIME!
LUNCH!
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TOURS!
TOURS!
Authenticity & Transparency
Overarching Goals
of the
Leadership Experience:
Confidence
Confidence
- I can do this – impact and initiate change
- Leadership skills - get comfortable with the uncomfortable
Overarching Goals
of the
Leadership Experience:
Tools
Tools
- Tangible tools & skills to implement in everyday life
- Having a “go to” support team in other Divisions
Overarching Goals of the Leadership Experience:
Networking
Networking
- Drive business
- Coordinate efforts
- Create cross-divisional work teams, work flows, protocols and processes
Overarching Goals of the Leadership Experience:
Transparency &
Authenticity
Transparency & Authenticity
- Becoming comfortable in my skin, with my strengths, with my uniqueness and what I bring to the table to support my success
YOU
You!
Who is like you?
Who is like You?
HOMEWORK
Homework
- Should have read Strength Finders, taken Strength Finders test plus the Myers Briggs test and emailed results to Lisa.
- What are Your Expectations - Take away group activity.
- Working with the people at your table, identify 2-5 expectations. Email them to Lisa. Come prepared to our next gathering to flip chart your answers and share them.
- Another group take-away to be shared at our next engagement What do you have in common? Why are you at MHMR?
- Email your completed assessments to lisa.boone@mhmrtc.org
- Have a great weekend!
Leadership Word Wall
Thoughts?