Better People Podcast

Dive into the world of InHome Therapy with CEO Matt Murphy as he unveils the origins of his company during the pandemic, the growth through acquisitions, and the industry's shift to prioritize patients. Discover the power of purpose, the impact of physical therapy, and the art of engagement in a burgeoning healthcare business - all shaped by heartwarming, patient-centric stories.

Here are a few topics we’ll discuss on this episode of Better People Podcast:

• CEO's naval to legal to healthcare journey
• Rise Together: Patients, therapists & agencies' goal
• In-home therapy tackles patient immobility
• Engagement is key to transformative care
• Ride-alongs shed light on therapists' challenges

Resources:

• InHome Therapy
• MidAtlantic Employers’ Association (MEA)

Connect with Matt Murphy:

• LinkedIn

Connect with our hosts:

• Holly DePalma - LinkedIn
• Margaret Uhrich - LinkedIn

Quotables:

• 23:01 - We wanna have things that we can actually measure, like, you know, it might be response times or might be attendance at certain things that we have where it might be, you know, responses to surveys or NPS or all those kinds of things. But there's then, you know, then there's kind just the gut check. Okay, so our numbers whatever, 44 this month, is it really, I mean, are we really where we wanna be in terms of engagement?
• 27:54 - It's preserving that mindset that we're gonna do it and measure it and make sure that it's productive and get feedback. And, but it's, again, it can't be said it, forget it. It's, it's gonna be a dynamic. It's gonna be a dynamic growth and we're gonna get some things wrong. And, but hopefully our community of therapists will also appreciate that and do us the favor of telling us, Hey, you screw that one up. That was a waste of my time, so please don't do that again. But let's go back to this. So it's back to, again, us being a good listener, but creating an environment where they have the opportunity to tell us as well.
• 18:10 - Margaret: If you don't ride along, if you don't put yourself in those shoes. It's really having empathy. It's giving yourself the opportunity to have the right amount of empathy for what they go through. So that you can meet their needs, which means you can ultimately engage them.
  Matt: And from both sides, really it's both from what our therapists are going through and then what our patients are going through. I mean, you know, to receive care in the home is another not typical dynamic that most people are accustomed to. So that there's learnings on both sides of that. So we could have better appreciation for what the patient's going through as well.
  Margaret: I would imagine it's a very personal thing. You have a therapist come into the house.
  Matt: Oh, yeah. I mean, just so back to what we're trying, what we're endeavoring to do with, with having just great therapists to do this work, part of that is clinical.
• 23:01 - Are we really where we wanna be in terms of engagement? So, and I think that's also one of those that is gonna be perpetually just out of arm's reach. I mean, I think if you feel like you've done it all and you've achieved it, then you're probably fooling yourself. So it's to just keep challenging yourself about whatever, whatever level you might have achieved and success you've had is well then how like any relationship then how could we be slightly better? How could we, you know, how could we really deliver an experience from the engagement stand that that would be, you know, that would be jaw-dropping?
• 22:11 - I think lots of trial and error along the way. Again, I think what we really tried to keep as it relates to engagement as the North Star is to just not lose our focus on how important it is. You know, I would say that in terms of how we measure it, I think I have more lessons to learn about what is the exact way to, you know, to take all that, all those vagaries and get it down to a number to say, we're passing or failing when it comes to engagement, it's an art and a science. And I think that there's so much of understanding how we're doing on engagement is subjective.

In this episode, our host Margaret Uhrich discusses various aspects of leadership and management with guest Erwin de Leon, Chief Diversity Officer at Columbia University. They emphasize the significance of transparency in managing teams and the challenges faced by middle managers. The conversation also delves into the motivation and sense of purpose that drives individuals, as well as the lessons learned from both effective and ineffective leaders.

Erwin de Leon, Ph.D, serves as the Chief Diversity Officer and faculty member at Columbia University School of Professional Studies. With over 25 years of leadership experience, he's a distinguished figure in diversity, equity, and inclusion (DEI) practices and holds notable recognitions as one of Crain's NY 2022 Notable LGBTQ Leaders, City & State NY's 2022 Responsible 100, and PoliticsNY 2023 Power Players in Diversity, Equity, and Inclusion. Dr. De Leon is an authority on DEI, nonprofit management, and public policy, making him an invaluable guest for conversations on leadership, teaching, research, and social change. Here are a few of the topics we’ll discuss on this episode of Better People Podcast:

• Transparency is crucial for understanding and fulfilling organizational goals.
• Middle managers face a natural tension between their team and their boss.
• Asking key questions before taking on a leadership role can clarify expectations.
• Garnering support from senior leaders is crucial for a successful rollout.
• Being realistic about potential challenges and the level of support from senior leaders can help prevent frustration and burnout.
• Service for others has been a lifelong passion, instilled by the Jesuits.
• Service can be offered in both for-profit and nonprofit sectors.

Resources:

• Columbia University School of Professional Studies
• MidAtlantic Employers’ Association (MEA)

Connect with Erwin de Leon:

• LinkedIn

Connect with Margaret Uhrich:

• LinkedIn

Quotables:

• 03:20 - “Most of you know this, most people know this, you need not be a manager or have the title to be a leader. In any organization. So that's number one. Why? Because if you're a leader, you're able to motivate others and give others a vision or a purpose of why are we doing what we're doing? And I've seen where I've been in teams, and maybe I'm that leader where we're meaning where, you know, the manager or whoever's heading the team knows where we're headed. Like, okay, we need to increase sales, we need to do this, but doesn't really inspire or provide a certain vision or purpose to the rest of us, right? Who are following this. Now that, for me is a manager.”
• 21:20 - “If you're not being realistic, and it'll burn you out and worse, it'll burn your team members. So here you are very passionate, you get other folks with you, but then you hit the roadblock and you realize, oh, you would've known that if you did your homework. And this is hard to hear, but maybe you'll realize that if you really, really care about something, then maybe this isn't the place to do it.”
• 18:48 - “As a leader, it's nice to see folks who take the initiative. It's a good thing. And I think, and in a way keeps your work interesting. And if you really care and passionate about something, whether it's the technology or getting new markets, absolutely have at it. But make sure you do, I always say, I just say this, just pause. Take a scan, take a scan of the organization, know who the players are, know what the bigger picture in the organization and what is the mission. How will this fit in? How will you make your argument? So just being realistic.”
• 23:20 - “But one thing I would just want to pick up on what you said about control. I think 'cause one of the ancient wisdoms that you know, you've probably heard about and I think is very important is that be very aware of what you can control and cannot control. And sometimes even with the best, you know, you have your spreadsheets, you have your data analysis, you've done every year homework. And this is just on your own. And you realize, okay, I'm going to go for this. But things still happen, right? Things still happen. The person, your champion in the C-suite might move on, or a pandemic happens or economic downturn happens. So I think part of it is like, you know, enjoying the process.”
• 25:20 - Margaret - “What is something that you're really passionate about now, like today that you're working on or hoping to work on, hoping to make happen?”
  Erwin: “Oh, that's hard to pin down, but I think on a personal level it's more just living a good life, right? I know it sounds very philosophic...

In this episode, Jenny Malseed, VP of Strategy and Talent at GlobalGiving, emphasizes the significance of authenticity in employee engagement and driving social change within organizations. She discusses the evolution of bringing one's whole self to work and its impact on employee satisfaction and organizational culture. Jenny shares successful practices such as open channels for dialogue, employee feedback, and a culture of inclusivity and learning. She also highlights the importance of HR in managing employee expectations, supporting mental health, and executing organizational strategies. In addition, Jenny stresses the need for organizations to have a clear point of view on social issues.

Jenny Malseed currently serves as the VP of Strategy and talent at GlobalGiving, a prominent organization in the field of social impact. With a background encompassing a Master of Business Administration (MBA) in Strategy from the Yale School of Management and a Bachelor of Arts (B.A.) in Economics and French from Colgate University, she is well-equipped for her role. Her remarkable achievement includes being named a 2023 Social Impact Women to Watch Finalist by Nonprofit HR, a testament to her outstanding contributions to the world of nonprofit management and social impact. Here are a few of the topics we’ll discuss on this episode of Better People Podcast:

• Organizations need to ensure physical and emotional safety for their staff during turbulent times.
• Encouraging employee voices and involving them in decision-making can enhance engagement and empower individuals.
• Facilitated conversations allow for constructive feedback and collaboration among team members.
• Balancing the need for input from employees with the efficient functioning of the organization is a challenge.
• Working with community-based organizations helps make a real impact.
• HR professionals play a pivotal role in linking strategy and talent.
• Owning a seat at the table and promoting the best interests of employees is vital.

Resources:

• GlobalGiving
• MidAtlantic Employers’ Association (MEA)

Connecting with Jenny Malseed:

• LinkedIn

Connecting with our host, Holly DePalma:

• LinkedIn

Quotables:

• 05:15 - “So employee engagement and culture, of course, are so essential. And again, for me, thinking as a strategist and in a social change organization, obviously we want to be constantly improving and growing. Our impact and our ability to do that is directly linked to our employee engagement, our employee experience, and our culture. In addition, something that's really important to our employees, but really to all employees, is authenticity. So if we are doing something out in the world, are we doing that internally, right? So it's that, being real and being transparent.”
• 06:03 - “I saw some research recently that said that employees today, particularly millennials and Gen Z, are not only do they care about their organization or their company's values and what they're, are they doing good in the world, but even more specifically, a lot of individuals, the majority now see their work as the way to live out their values, which in some ways is healthy. Because it's like, you spend so much time at work, you know, so you, you really, you, you see that as the way to live those things out. And then in addition, they wanna, individuals want to see not only that my organization is doing good work, but what am I doing, and what am I doing within the organization? And, and being able to feel connected to that, to that mission directly. It really drives employee engagement.”
• 17:41 - “You ask [the staff] and it's like ‘We want to be heard, we want to be involved, but also we don't want you coming to us for everything. You're leaders. We want a way to give you input where we know that you will ask for it. We will give you feedback and you will act on it. But we don't want you calling us every minute because we also have jobs to do”
• 08:52 - “And I will say that for nonprofits, it was always the case that to some degree you're living out your values through your work. Because you're not doing it for the money, certainly. But this idea of bringing your whole self to work, or, I think as the nonprofit sector has shifted, there's really been a push and an evolution around are we driving impact? Are we addressing the root causes of whatever challenge, social challenges we're facing, what are we really doing that's making an impact? It can't just be charity. But it's really about social change. And so the bar has gotten much higher for employees to say, what are we doing? And externally. And then...

This episode, IQ Solutions Vice President of Human Resources, Jillian Bernstein, talks about leveraging data for employee engagement and well-being, manager engagement, and the importance of work-life balance and kindness in career success.

Jillian Bernstein is the Vice President of Human Resources at IQ Solutions, a federal contractor focused on communications and web design for federal health agencies.

Prior to this, Jillian progressed from an HR Generalist to Vice President within the HR team at Walker & Dunlop, and then spent ten years of practicing HR in the real estate finance world. Here are a few of the topics we’ll discuss on this episode of Better People:

• How to use data for DEI and benefit analysis
• The importance of pulse checks and stay interviews in addition to surveys.
• The amount of time employees spend at work compared to their home.
• How to use work groups to build employee connections.
• Ways to create employee loyalty.
• How companies should treat their employees.

Resources:

• IQ Solutions
• MidAtlantic Employers’ Association (MEA)

Connecting with Jillian Bernstein:

• LinkedIn

Connecting with Holly DePalma:

• LinkedIn

Quotables:

• 18:23 – “So what do you feel your pull is? Like what's, what's exciting to you? Do you want to be helping with different innovation work? Do you want to help with different business development opportunities? Do you want to help come up with diversity, equity, and inclusion and belonging activities and get involved in the company that way? So really this is a great way for us to outreach to our employees and because sometimes people get so focused on the project that they're working on, this also allows them to have kind of more breadth in terms of who they're interacting with on a day-to-day basis.”
• 29:16 – “I do feel like we've had such a transformation and I don't know if it's more Gen Xers kind of coming into the ranks, but even my boss who I reported to, our chief financial officer, and he's a baby boomer, but he has been ever since day one at, at IQ. I remember the first week I was there, my son had started kindergarten and got sick in the classroom, and it was, I was so embarrassed because it was my first week, I was like, I am so sorry, but I need to go pick up my son. And he's like, go family, go, go, go. And I was like, I don't know that I could work anywhere else that doesn't have that. And I think if companies don't provide a family first mindset, that we really are doing our employees a disservice.”
• 32:40 – “I truly believe as an HR professional, again, if you're not coaching, and you're not seeing the employee as a whole person, then we're not doing our jobs as an HR person in terms of how we're structuring policies. And I think you'll get more loyalty out of employees if you have the flexibility that if you have a one-year-old at home and the one-year-old isn't feeling good that day, you're going to need to stay home. And that's okay.”
• 42:44 – “Just bring kindness to work with you every day and in your interviews and in your career. You just want to be gracious and kind. And I think that honestly will take you so far. And I think the other aspect of kindness is showing a kind of, not overly eager, because that could be off-putting for some people, but like a tempered solid eagerness to learn and to also be a little bit humble if you ever make a mistake and be like, I want to learn how to do that and do that better. And I think that that goes a long way too.”
• 34:19 – “You have to be intentional about it and that's why we saw it getting really carried away and we, we needed to kind of make sure that people rolled back, and our typical workday is 8:30 to 5:30, assuming an hour, people take an hour for lunch. But we have early birds, we have night owls, and that's okay. We want people to work when they're able to work and, and juggle family priorities too. So the thought really is like, just get the email ready, send it during that window though. And that way you can kind of feel like you did what you need to do. And then in the morning before you run off to take your kids to school, send all those emails that you worked on last night at 10 o'clock if you want, but don't do it then.”

Dive into a riveting tale with William Roche, CEO of S. Clyde Weaver, as he unfolds the challenges and triumphs of steering a 104-year-old family business through modernization. Discover how defining core values, fostering innovation, and crafting a culture of ownership transformed internal dynamics and customer relations. This episode is a must-listen for leaders wrestling with change and tradition!

Here are a few of the topics we’ll discuss on this episode of Better People Podcast:

• First non-family CEO in 104 years.
• Opened books for transparent trust-building.
• Created actionable core values.
• Performance reviews aligned with core values.
• Emphasis on hiring for cultural fit.

Resources:

• S. Clyde Weaver
• MidAtlantic Employers’ Association (MEA)

Connect with William Roche:

• LinkedIn

Connect with our hosts:

• Holly DePalma - LinkedIn
• Margaret Uhrich - LinkedIn

Quotables:

• 11:14 - Take ownership. It's not just ownership generally, it's take ownership. You need to act like an owner. You need to honor your commitments. You need to own up to y your failures. You need to act with integrity. So those are just some examples of how we, we took this idea of values, core values and found a way to apply it or to make it actionable.
• 18:02 - That might be the most important thing is avoid hiring the wrong people because it's so much more work and energy if you hire the wrong person. But if you do happen to do, so having a set of core values as a framework to course correct makes it so much easier than saying like, I don't know if we hired the right person. On the other hand, if ahead of time you, you go into, in an interview with somebody and you can, you can identify that they're kind of matching, and meeting all of these kind of core values or most of them you can feel good about making the hire to fit even if they don't have the best skillset you can hire for fit and train to skill.
• 26:06 - We did, we had some turnover over the years with change. And you're going to have that with any organization. There's gonna be those that just don't wanna participate. You've chosen to go different directions. The thing is, once you define the direction you're going, you define who you are, you define those values. If you've got somebody that says, well, I don't agree with it, then the entire team can be, can be accepting of that and say, okay, that's fine. It doesn't mean you're a bad person, but it means that we have to part ways here and we can all be okay with it.
• 27:15 - To really figure out what are your values and two, what it is so important to do. And it's so important that you really put thought into it. And I love that you took the approach of who are we now and who do we wanna be, right? What represents who we are and what's really important that is, is maybe always a part of who we are, but also let's think about who it is we need to become or where we wanna go and create values that address that as well and the impact that those values can really have.
• 31:12 - And I would just go back to kind of what I said at the beginning about communication. It is so important to communicate, build trust, to frequently be seen, and be connected with those that you're working with. Yeah, I mean, without trust, nobody's gonna wanna do anything for you. And the way you do that is being open, being there, connecting, and communicating well.