1 / 36

RENEW:

RENEW:. Adaptive Change to RENEW Personal Resilience, Organizational Vision and Your Brand. PRESENTERS. Carrie Carl, LCSW-R Chief Strategy Officer Villa of Hope Christina Gullo, MBA, MSW President & CEO Villa of Hope Gerianne Puskas, MBA, CNPM, CFRE Chief Advancement Officer

cathal
Télécharger la présentation

RENEW:

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. RENEW: Adaptive Change to RENEW Personal Resilience, Organizational Vision and Your Brand

  2. PRESENTERS Carrie Carl, LCSW-R Chief Strategy Officer Villa of Hope Christina Gullo, MBA, MSW President & CEO Villa of Hope Gerianne Puskas, MBA, CNPM, CFRE Chief Advancement Officer Villa of Hope

  3. Goals for our time together • We will understand the value of increasing employee personal resilience through self-care. • We will hear how, through democracy, listening and strategy implementation, passion for the agency’s vision is renewed. • We will discuss the process of determining if rebranding can help or hurt your agency’s image and if your agency’s needs to be renewed.

  4. Part 1:If the Plane is Going Down… Put on YOUR mask first.

  5. Types of Trauma

  6. Trauma Definition “Traumatization occurs when both internal and external resources are inadequate to cope with an external threat.” Bessel Van der Kolk, 1989

  7. Brain Development • Brains are developed over time, shaped by the interaction between genetics and life experience. • Brain architecture and skills are built in a hierarchical “bottom up” sequence. • The brain has “short cuts” for “emergency messages” so the body can respond quickly. • The neurons that wire together, fire together!

  8. This Is Your Brain On Trauma

  9. …And This Is Your Body on Trauma • “Adrenaline Rush” provides higher heart rate, energy, arousal, focus – immediate surge with short term results • Cortisol (the forgotten stress hormone) regulates blood pressure, immunity, digestion, focus – delayed onset and longer effect

  10. What Does All of this Mean? Trauma changes the brain – AND the body! We have to let go of our experiences and our assumptions. “He/She knows better” or “He/She should be able to…” does not work.

  11. Trauma Informed Psycho-Education • “When you feel overwhelmed, break it down into smaller chunks.” • “It’s natural and normal to fade off into your thoughts every once in a while.” • “Your brain is not hard-wired. It’s soft-wired. Our job is to work together to rewire your brain.”

  12. Trauma Informed Psycho-Education • “You can grow new neurons in the part of your brain that holds memory. First steps include a healthy diet, exercise, and cognitive (mental) exercise.” • “The thermostat for stress in your brain needs to be reset.” • “Sensations from your own body should not be cause for alarm. Don’t let your body be the boy who cried wolf.”

  13. Vicarious Stress – Risk Factors • Overwork • Poor respect for boundaries • Too high caseload of trauma survivors and their stories • Not enough experience • Too much exposure • High % traumatized children, particularly sexually abused children • Too many negative clinical outcomes

  14. Vicarious Traumatization – Causal Factors • Biological Causes (What makes us good workers makes us vulnerable) – Emotional reactivity, Empathy • Psychological Causes – Exposure to the harsh realities of the work can shatter beliefs about fairness in the world • Social Causes – Victim Blaming, seeing kids as bad rather than injured • Organizational Causes – Lack of supervision and support, high caseloads, low pay • Moral/Spiritual Causes – Therapy, health care and helping work is no longer sacred (time limits and cost)

  15. Vicarious Stress – What It Looks Like (Saakvitne & Pearlman, 1996) • No time, no energy • Disconnection • Social withdrawal • Sensitivity to violence • Alterations in sensory experiences – symptoms of PTSD • Nightmares • Cynicism • Despair and hopelessness • Diminished self-efficacy • Changes in identity, worldview, spirituality

  16. Other Sources of Stress: Skeletons in the Closet or Elephants in the Room Are any taking up space in your organization?

  17. So, What Can We Do? Create a culture that takes care of its workers and protects them from the effects of Vicarious Stress

  18. What Does a Trauma-Sensitive Culture Look Like? • A clear set of Values • Takes universal precautions for trauma – assumes exposure • Flexibility – hard on values, soft on method • Defines and recognizes success • Is sensitive to the ways in which stress impacts organization and entire systems

  19. Self Care Plan • Consider the four kinds of personal safety: physical, psychological, social and moral/spiritual • Not every one will be applicable • Not all suggestions are feasible • Think of things that really work for YOU – and you will use! • Think outside the box!

  20. Agency Supporting Self Care Plans – What effect does it really have? • Having a supported plan in place provides a sense of acceptance for self-care and stresses its importance. • If used regularly, employees may experience: • An increase in their sense of overall well-being, • Greater clarity of thought and, • Increased resilience to stressors.

  21. Part 2:On a Mission with a Vision

  22. The more you learn… • Unearthing the brutal facts can lead to many conclusions – including the realization that your published Mission does not align with who you are today. “We are a community of caring professionals. We offer a range of specialized services for youth and families to develop skills for lasting success.”

  23. It’s all about Democracy… • Ask employees, clients, board members and community members: • “What do we do?”, • “Who are we?” or, • “Is that who we are today?” or, • “Why does the Villa exist?” • Try to think of the root of what you do – not the list of programs, but the TRUE effect you have. • Town Hall meetings for staff, passed through Board at meetings • Celebrate and Publish!

  24. So, to answer the questions… (While rebranding in 2013) Innovative human services organization + give Hope to youth and families + build stronger communities = “Villa of Hope, an innovative human services organization, restores Hope to youth and families; building stronger communities.”

  25. To answer the questions… (Today) • Help individuals, youth and families + rebuild relationships, recover from trauma, mental illness, and more + Hope for the future • = • “Villa of Hope helps individuals, youth and families Rebuild relationships, Recover from trauma, mental illness, addiction and abuse and Renew Hope for their future.”

  26. All of this leads to… • Igniting souls – how we, as leaders, find the way • Teams operate independently • Open communication • Trust • Building positive momentum

  27. A perfect time to… • “Construct opportunities to deeply embed the new values and practices into the team culture, thereby creating a new normal.”-Tony Moore, Culture in 4D • Help your teams develop the tools to defend the future of the organization. • Create brand ambassadors

  28. Part 3:Take a Stand With Your Brand

  29. That’s right, your brand! • Does your brand reflect your agency? • Design, freshness, feel? • Go back to asking • What do stakeholders think? • What do people unfamiliar with the agency think? • What do you want people to think? • Do they align? • Do we need help?

  30. Perception is Everything

  31. Brutal Truth… St. Joseph’s Villa had not been a part of the Catholic Diocese since 1973…almost 40 years.Forty years prior the Sisters of St. Joseph divested the Villa from the Diocese to access funding streams that had been prohibited due to being a religious institution.

  32. Potential Pitfalls-Be Ready • Keep the change about what the Agency offers – not about new leadership or funding • Change can spur losses – donors, volunteers, sponsors • Donors attached to the religious legacy of the Agency may leave • Respect the history of the organization • Difficult conversations

  33. Communicate! • Leverage the unveiling to garner PR • Explain the rebrand • Show respect for people struggling with change • Share the intent and caring put into the change

  34. Rationale

  35. And last but not least, the tagline! REBUILD. RECOVER. RENEW. • It is what we do: • Rebuild families. • Help them Recover from trauma. • Renew Hope for a different future. “Villa of Hope helps individuals, youth and families Rebuild relationships, Recover from trauma, mental illness, addiction and abuse and Renew Hope for their future.”

  36. REBUILD. RECOVER. RENEW.This presentation was the final of a 3-part series. Thank you for taking this journey with us! For more information contact: Carrie Carl @ Carolyn.Carl@villaofhope.org Chief Strategy Officer, Villa of Hope Christina Gullo @ Christina.Gullo@villaofhope.org President & CEO, Villa of Hope Gerianne Puskas @ Gerianne.Puskas@villaofhope.org Chief Advancement Officer, Villa of Hope

More Related