Building Communities of Care 9
Jordan's first order of business met with some resistance
from the board as well as from parents. However, he
persuaded them that this new identity would allow for more
avenues of growth and move the agency toward a new way
of thinking. His mantra of "no margin, no mission" clearly
indicated that the main goal of the organization is to serve
the individual the best it can, and encourage and empower
the person to be independent, while remaining mindful
of the bottom line. In 1995, the organization adopted the
Seven Hills Foundation label as a tribute to the Worcester
topography and the Seven Hills of Rome.
SERVANT LEADERSHIP
In addition to updating the organization's name, Jordan
initiated several other important changes, including a
new management concept. He developed a "Framework
of Leadership" that sets forth guidelines for who leaders
are, how they act, and what they do; this structure also
encompasses characteristics, behaviors and actions, and
skills and competencies guided by the principles of "servant
leadership."
Servant leaders adhere to a set of values that governs their
actions and helps define and judge the self. While predicting
the future is a near-impossible task, leaders need to absorb
as much information as possible, analyze it, and anticipate
actions before they happen. is foresight, together with
enthusiasm, forms the essence of "the art of leadership."
Jordan emphasized that leaders who value the respect and
friendship of others and pursue a life of altruism will leave a
lasting positive legacy.
At the core of
servant leadership is
the question: How
can I support you to
do what you need
to do? e servant
leader is here for
"the other," and that
means employees,
the individuals
supported, the
families that are
involved, and their
connected teams.
Celebrating Thanksgiving as a Seven Hills community
David A. Jordan, DHA
A Framework
of Leadership
for Seven Hills Foundation
www.sevenhills.org
