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.

Ever feel like your supervisors are stuck in “wait and see” mode?

They wait for problems to escalate.
They wait for you to make the first move.
They wait… and wait… while opportunities sail on by like that one sock that’s just out of reach behind the dryer.

If you're the leader of a team of supervisors, and you’re wondering why no one is stepping up, here's the hard truth…

Let’s be honest: we ask a lot of supervisors in human services.

We ask them to be the scheduler, the coach, the first responder, the staff therapist, the paperwork chaser, the role model, and the occasional backup DSP when someone no-shows. All before lunch.

And yet…

Let’s be honest.

You can feel it coming.

The shift in tone. The subtle detachment. The increased "sick days." The slightly-too-fast response when someone mentions a job lead.

You know something’s off. But instead of acting, perhaps you’ve done what many leaders do…

It’s so easy to miss the best, cheapest, and most effective solutions. Then we scratch our heads wondering why our retention initiative didn’t move the needle.

Many agencies focus their efforts on big solutions—higher salaries, better benefits, larger signing bonuses. While important, these investments alone rarely solve the deeper issue…

If you’re in the business of supporting people—especially in the field of intellectual and developmental disabilities (IDD)—your success hinges on your direct support workforce. And yet, for many organizations, the people closest to the work are the least likely to be heard when decisions are made.

That’s a problem…

Can we get real for a minute?
Leadership books love to talk about vision and culture — which is great. But they tend to skip over the part where you’re staring down two terrible choices, both of which feel like they’ll explode your team…

If you wanted to start losing weight in 60 days, I guarantee you a dietitian could help you start getting results in that timeframe. If you wanted to gain muscle mass in 60 days, totally doable–just get coaching from a trainer and get started.

Reducing staff turnover in 60 days? It works the same. While you’re not going to solve everything in 60 days, you can start seeing results—much faster than you might expect…