These are challenging times for behavioral health care organizations. Enterprises like ours are considered fiscally healthy if they break even. But most of our sister centers in Rhode Island post negative returns and/or have cash flow issues.
Despite this, The Providence Center has posted a positive bottom line since 2010, and we've seen annualized growth greater than 8 percent per year in revenue, employees and, most importantly, in individuals served.
Growth in a no-margin environment is a kind of high-wire act. So how have we done it? Through transparency and authenticity.
On the transparency front, we post program-level financials to our intranet – everyone can see how their program is doing and how results impact organizational success. Our financials take a roller-coaster ride, but everyone is in the same car. We hold "town hall meetings" quarterly in five or six locations, to make sure everyone understands and knows where we stand.
In interactions with staff, I strive to be authentic. If I don't know an answer, I say so. If I'm really concerned about the future, I say so. If I have an idea that will affect front-line staff, I'll ask what they think. And if something's affecting me personally, they see it. I'm pretty transparent.
Sometimes corporate training educates you to play your cards close and never admit your mistakes. In my view, these approaches treat people as if they are not adults. I think being transparent and authentic is the only way to manage and lead through trying times. •