Most agency leaders can quote their turnover rate.

“We’re at about 35%.”
“That’s not great, but it’s about the national average.”

Here’s the problem: those numbers are lying to you.

When you dig deeper, you often find…

If you’re leading a human services agency right now, you probably know the feeling: vacancies are piling up, overtime is draining your budget, and every time you hire someone new, you’re already bracing for when they’ll quit. It’s exhausting—and worse, it can feel like there’s no way out.

But here’s the truth: there is a path forward. Agencies across the country are proving it’s possible to…

If you’ve ever worried that growing your organization might mean losing the culture that made it special, you’re not alone. Many leaders in human services face that tension: more staff, more regulations, more complexity… and less of the closeness and agility that got you started.

CARES of Western PA shows that it doesn’t have to be that way.

Over the last decade, this family-owned agency has grown from…

What does it really take to grow an IDD provider agency without burning out your culture—or your people?

CARES of Western PA has the answer. In just one decade, they scaled from 4 employees to nearly 100. Even more impressive? They’ve maintained a family-like culture, created pathways for staff growth, and…

Ever been driving along, feeling confident, only to have a car suddenly appear in your blind spot? Heart rate spikes. Quick correction. Lesson learned.

Leadership blind spots work the same way. The only difference is that instead of merging into traffic, you’re merging people, culture, and outcomes. And in IDD services—where the stakes are high and the staffing shortage is real…

Have you ever felt like no matter how much effort you pour into your team, the stress just keeps coming back? The overtime shifts. The open positions you can’t seem to fill. The frustration you sense from staff who feel unheard or stretched too thin.

If that sounds familiar, you’re not alone. In fact, you’re right in the middle…

Leading in autism and IDD services can feel like a constant balancing act—meeting compliance requirements while trying to stay true to what really matters: people.

The truth is, when leadership drifts away from meaningful outcomes, staff burn out faster and individuals don’t get the quality of life they deserve. But when we keep people at the center, both staff and individuals thrive.

That’s the message Dr. Peter Gerhardt emphasizes in

If you’ve been in a leadership role in human services for more than, say, four minutes, you’ve probably felt the pressure to “have all the answers.” The quicker you solve the problem, the better leader you must be… right?

Well—maybe not.

Dr. Peter Gerhardt, Executive Director of EPIC School and co-author of Make It Meaningful would argue that leadership is a lot less about quick fixes and a lot more about patience, humility, and shaping growth over time…

Most mission-driven leaders can rattle off their organization’s values in a heartbeat.

We believe in dignity, choice, inclusion, empowerment…

But how often do those values show up in the way day-to-day decisions are made? In how frontline staff approach their shifts? In how team culture is shaped and sustained?

It’s one thing to name your values.
It’s another to make them…

I’ll admit it — I really like tech and innovation.

But when I heard that Arkansas Support Network had trained an AI to be radically person-centered, my first thought was somewhere between “Are you for real?” and “This is a game-changer.”

But then I spoke with Dr. Syard Evans, and…wow. What they’ve created isn’t just…

Most leaders in human services want the same thing:
Keep good people. Stop the turnover treadmill.

But here’s what usually happens:

• We hear about a retention “best practice” from another agency.

• Or someone on our team says, “We should just raise wages!” (as if there’s a magic budget tree).

• Or we try everything at once…

Let’s paint the picture.
It’s 2:40 p.m. You just got a text that someone called out. Again.
Then another staffer walks into your office and says, “Hey, the new guy’s here for his first day.”

Relief floods your body like a Gatorade commercial.
Maybe—just maybe—this shift can be covered.

But now comes the decision…

Let’s face it.

DSP recruitment these days feels a little like dating apps:
You get excited by the number of matches (applications)…

Only to be ghosted before the first date (interview).

And even when things go well, you’re left wondering…

Have you ever gotten this text from your kid’s soccer coach?

“Don’t forget—it’s your turn to bring snacks for soccer practice tonight.”

Two thoughts immediately hit you:

1. “Why do I never remember this until the day of?”

2. “I don’t actually mind… when I’m reminded.”

That, my friends, is what recruiting feels like for a lot…

The call came in at 7:03 a.m.

“Hey, just a heads up—I won’t be in today. I think I have strep. Or maybe COVID again. Either way, I can’t cover Jen’s shift.”

That would’ve been fine. Except the other two staff scheduled that morning had also called out.

And now…

You hired someone who seemed promising. They were friendly. Polite. Said all the right things. But now, weeks or months in, you’re wondering:

Are they going to get it together... or do I need to let them go?

You’re not alone. Whether you’re leading residential, vocational, or community-based services, almost every human services leader hits this moment…

Some employees don’t cause problems.
They just solve them.

They show up early. They remember things nobody else does. They’re the ones you count on when things get messy.

But here’s the problem:
If you’re not reinforcing their effort, you might be accidentally punishing them for being excellent.

And that’s how you lose your best people…

Some days, being a leader feels like you’re starring in your own low-budget episode of “Survivor: Workplace Island.” You’re navigating staff shortages, last-minute callouts, paperwork avalanches—and then, boom:
Someone on your team starts spiraling into problem territory.

They’ve got potential. Maybe even heart.
But lately…

Let’s be honest: when someone says “work-life balance,” most human services leaders either:

• Laugh,

• Cry,

• Or mutter, “Must be nice…” while refreshing their inbox.

The idea of true balance — especially for frontline supervisors, program directors, or anyone above them — can feel about as real as…

In the world of intellectual and developmental disabilities (IDD) services, it's easy to believe that high turnover, low engagement, and chronic staffing gaps are just part of the job. But what if they’re not?

That’s the question Nick Filarelli and the leadership team of Core Services quietly answered through action.