At that time, HASL was going through many changes. Our organization was in a state of redevelopment, with new management, new employees, and new goals. We had been backsliding—we didn't have the tools to be able to foresee or repair problems that faced us. So the RILLMI project addressed the particular adjustments needed to guide the agency through the changes.

After our site review by the Rehabilitation Services Administration, several areas in our program needed attention. One of the first things we did was hire a new executive director, who started just months before our RILLMI training began with Cary Griffin of the Rural Institute.

Throughout the year there were four, three-day training visits scheduled. Cary would spend a couple days during each visit with staff, board members, and the executive director helping all to learn new things and adjust to change. The "values, mission, and culture" training proved to be a part of the training that helped to build a foundation for the board and staff to interact as well as for all to begin to realize the same goals.

One of the most important changes that occurred was choosing a new mission statement because the old one was too long to understand. The executive director asked for suggestions from all staff and board members and after collecting and reviewing suggestions, the team synthesized one everyone could believe in and that also described our organization in a better way.

Cary was able to support our new executive director at the start of her employment, and through the first year, to make the needed organizational changes. Change is good; it keeps us from becoming complacent. Goals may not be set in stone, but they keep us focused in the direction we're moving. Change gave us the opportunity to negotiate the future.

Another topic that was compelling to several of the staff and board was "team effort." I think we all learned that we are all as much a part of the problem as we are a part of the solution. One staff said, "having respect for the leadership is important, but at the same time we all support the totem pole. If one person doesn't do their job, that would have an impact on others."

The staff discussed at length the conflict / communication portion of the training. Just the name alone scared several people. Cary, through these trainings, showed us how conflict could be used in a positive way and how communication was something that you cannot do alone. A staff person summed it up this way "After this training I honestly can say that I can enjoy conflict, and the prospect of conflict. I like to challenge myself by being diplomatic and versed in my responses to people. When conflict gets out of hand, I know I can go to my boss and ask her to intervene."

One of the training topics that affected us the most was "good communication." There had been a lack of respect for the person in charge and the chain of command was something no one remembered. With the new executive director focusing on teamwork and our first training session underway, we lost a few staff people who

could not or did not wish to work in a team environment with a defined chain of command. Through the training several skills were learned. Role-playing put a realistic spin on the situation and we learned how different personalities impact an outcome. The entire staff realized that communication was important and that good, complete information was a must.
Because of the communication portion of the training, HASL staff now spend more time truly listening to what consumers have to say, and the response from consumers is positive. People feel what they have to say is important and that their goals and wishes are heard.

Time management was an issue for some staff and through this training and Cary's humor, staff were able to map out their days and organize themselves more efficiently. Stress was reduced and time was not such a big issue once we focused on the "important" work. People are happier and nicer to each other.

People learned to look deeper than the surface, to probe the issue, to observe the person, accommodate the situation, and do our part to make it a positive one. We learned to never assume but always anticipate, to be innovative and involved, to speak up, and let our team build off the initial idea. Great things are bound to come. Be willing to bend in order to succeed and be able to fail gracefully and learn from that.

I think that HASL staff really got a lot out of these trainings and when I hear things such as "respect the order of things; don't go to a coworker when you should be going to your boss; respect others for who they are outside of the job and for what they bring to the job; reward, praise, and encourage; laugh and when it seems impossible laugh again; bring what you can to the table and recognize your own limitations and strengths; be a team player; speak up when you have an issue don't wait to blow up," then I know that HASL staff learned from this training and that the foundation built throughout this year is a strong one.

The part of the RILLMI project that was most visual was the marketing training. We did a marketing map and it laid everything out so well; we saw our strengths and weaknesses and set new goals. Today we are working on those goals and we are getting out in our community more; people are getting to know us. HASL executive director and board chair have done an interview for a community TV show, which will air in February. This show talks about HASL and what we do for and with our community. Our executive director has also been featured in a local paper in the profile section where she once again got the chance to talk about HASL.

To sum it all up, the assistance HASL received has helped to build a strong team with defined goals for our role in the community, which is To improve quality of life by finding solutions for today. This mission statement is something we live by, something we do everyday.

The staff here at HASL want Cary to know that his style of training made it fun and exciting to learn. Change was easier because it was delivered in a style that made it easy to accept. From all of us at HASL, Thank you Cary.

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SMILE ILC in Yuma, Arizona and Panhandle Independent Living Services in Scottsbluff, Nebraska are this year's RILLMI training sites and will participate in the leadership mentoring program. If you would like more information on participating in this development program, contact Cary Griffin, Director of Special Projects at the Rural Institute, (877) 243-2476 Toll Free or cgriffin@selway.umt.edu.