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MEET JOSEPH FRENCHTell us a littlebit about yourprofessionalbackground.(Your currentposition, a briefoverview of whatyour organizationdoes, etc.)I serve as the ChiefExecutive Officer (CEO)for Child and AdolescentBehavioral Health. I holda Bachelor’s degree fromKent State University inElementary Educationand a Master’s Degreein Early Childhood Education (Curriculum and Instruction)from Ashland University. Recently, I received a certification fromHarvard Business School: Center for Non Profit Excellence inStrategic Perspectives in Non Profit Management.Founded in 1976, Child & Adolescent Behavioral Health is anon-profit, full service, trauma informed, mental health agencyspecializing in the emotional and behavioral needs of children,adolescents, young adults, and their families. The C&A mission is“Working together as the premier resource for emotional andbehavioral health services & products that help children, youth,and families successfully meet life’s challenges.”What drew you to Child & AdolescentBehavioral Health?In 2014, Mike Johnson, former Child and Adolescent BehavioralCEO, announced his retirement. I was serving on the Board ofDirectors and understood the importance of the work thatC&A provided to the Stark County Community. As an educator,I knew that children would never be able to thrive academicallyunless their social and emotional needs were met. I firmlybelieve that we must do everything we can to provide hope anda brighter tomorrow for our children, youth and young adults.We must help them understand that their today does not haveto dictate their tomorrow. We must provide the necessary toolsto help children meet life’s challenges.Why do you send your employees throughLeadership Stark County programs and othertrainings/certification courses? What do you hopethey gain from these programs?The Leadership Stark County programs are top notch. We havesponsored many staff through the Signature Program (GeorgeneVoros, Pam Lung, Melissa Coultas, Kim Labriola, Kim Cernansky,Susan Brown, and myself). We have supported staff throughthe Spotlight Program (Seandra Walker, Megan Huston, EmmaFarkas, Marisa Cooney, Erika Wood, and Brittany Bennage). Inaddition several of our staff attended the ystark! Conference.Chief Executive OfficerChild & Adolescent Behavioral HealthFurthermore, we have partnered with Leadership Stark Countyto provide Strengths Finder training for our Executive Team.The menu of programs that Leadership Stark County is vastand targets one of our strategic initiatives of empowering futureleaders. Our agency will continue to thrive and flourish whenour employees feel their personal development is supported andencouraged.What have your employees brought back to C&Aafter being part of these programs?Our employees use words like connected, empowered,professional growth, personal development, informed andappreciated when they describe their involvement in LeadershipStark County Programs. The programs help you view our countyand world through a different lens. The programming enablesyou to explore in safe, collaborative and positive manner.Youare excited and eager for what’s next both personally andprofessionally.How have you benefitted from career developmentand leadership trainings?I know personally, that Leadership Stark County was a turningpoint in my career. I was very young in my professionaldevelopment and was fortunate to be selected as a participantin the 14th Class of the Signature Program. I soaked everythingin from my classmates, the presenters, and the site visits.Leadership Stark County heightened my awareness and wasa call to action. The program taught me the true meaning ofbeing a servant leader. I learned to walk with those in needrather and look for the root cause of an issue. My communityinvolvement and growth as a leader had a direct correlation tomy participation in Leadership Stark County.Is Strengths Finder and active part of yourworkplace philosophy? If so, how?As a mental health agency- we focus on asset building andhelping our clients see their strengths. It is part of our DNA toplay to the strengths of our clients and staff. We value diversityand welcome new ideas, thoughts, and insights. We know itis through our strengths that we can overcome any and allchallenges.What’s next for C&A?Child and Adolescent Behavioral Health strives to provideclinical excellence while being financially sustainable andproviding the best customer service both internally andexternally. Our vision is to provide health, hope, happinessand opportunity for all children, youth and families. We mustcontinue to provide innovative programs and services. MayaAngelou said “Surviving is important. Thriving is elegant.” We notonly want our clients to survive but we want them to thrive.Page 5

THE NEXT GLOBAL PANDEMIC: MENTAL HEALTHWhat if the next global health crisis is amental health pandemic? It is here now.According to Gallup, anger, stress, worryand sadness have been on the rise globallyfor the past decade – long before the COVID-19pandemic – and all reached record highs in 2020.What if pandemic anxiety and depression change the culture ofhumankind more than COVID-19 has? It is now. It doesn’t makethe news because the definition and measurement of anxiety anddepression have such fuzzy edges compared with the absolutediagnoses of COVID-19 and other diseases.The world took action against COVID-19 by sheltering, distancing,masking and vaccinating. What action can leadership take to saveAmerica and the world from a mental health crisis that is spikingnow?What Leaders Can Do: Awareness and PreventionGallup finds the answer lies first within awareness of the crisis– getting out ahead of it. The big solutions can be found inprevention.The U.S. Centers for Disease Control and Prevention (CDC)reported that 41.5% of U.S. adults exhibited symptoms of anxietyor depression in early 2021. Globally, seven in 10 people reportthat they are struggling or suffering, according to Gallup.People die from COVID-19 – they also die from depression andanxiety disorders. The U.S. has seen spikes in deaths from suicideand “deaths of despair.”Deaths of despair – a new designation made prominent byPrinceton economists Anne Case and Nobel laureate Sir AngusDeaton in their book of the same name – are suicides and deathscaused by fatal behaviors such as drug overdoses and liver failurefrom chronic alcohol consumption. They have particularly harmedworking-class males in the American heartland and increaseddramatically since the mid-1990s, from about 65,000 in 1995 to158,000 in 2018.Think of deaths of despair as suicide in slow motion.Anxiety and depression disorders manifest in very different waysthan physical illness does. While they can debilitate the individual,anxiety and depression disorders also can debilitate teams, families,schools and all institutions around them.Anxiety and depression can destroy ideas, energy and eventuallythe economy – and especially small businesses, which is wherealmost 50% of us are employed.Yet these aren’t taken as seriouslyas physical wellbeing because we understand physical problems somuch better than mental problems.Mental wellbeing remains a medical blind spotcompared with physical wellbeing.Sheltering during COVID-19; daily fear of job loss; daily fear of acompromised loved one dying from COVID-19; kids at home in“remote school” whose learning is set back while they’re also cutoff from friends; dramatic changes in how and where work is done– and the big one, unimaginable anxiety from not knowing whatcomes next – all of these create a health injury as or more seriousthan the virus.And the second solution: Take immediate action to address,treat, and if possible, reverse the condition once a person isexperiencing an anxiety disorder. Mental wellness checkupsneed to be as socially accepted and routine as getting yourblood pressure or glucose levels checked – or as getting aCOVID-19 test.To take action in the U.S., Gallup has joined forces with MagellanHealth to offer what we think is a fast solution for most of thetreatment that falls outside of medications. We think we havediscovered something that is especially effective for the preventionof depression or anxiety-related disorders: A quick mentalwellness test, the results of which help identify ways to embrace amore resilient lifestyle and improve their own current condition.An assessment that identifies where you stand on Gallup’s fiveelements of wellbeing: Career, Social, Financial, Physical andCommunity – and on an additional element developed by Magellan:Emotional wellbeing.Gallup’s five wellbeing elements are based on meta-analyticsperformed across global, in-depth interviews. Mental wellnessand resilience lie within Gallup’s five elements plus Magellan’sEmotional wellbeing.It is a health exam assessing your general day-to-day wellbeing thatyou can take just like a physical from the doctor. It is a checkup ofyour mind -- your wellbeing. And you can do it at home – it can betaken right on your mobile phone or laptop.Together, Gallup and Magellan plan to execute the largest ongoingwellbeing study ever – to assess as many people as possible viahealth plans, employers, various military and government agenciesand third-party administrators. Magellan will then use members’results to deliver personalized solutions to help members thrivein each wellbeing element, and then reassess members to measureimprovements.Our goal is to create a new national awareness of this issue anda solution for individuals, so that the mental health pandemic istaken just as seriously as the COVID-19 pandemic.By Jim Clifton, Chairman and CEO at GallupPage 6

APPLICATIONS ARE NOW AVAILABLELeadership Stark County Signature ProgramIn the Signature Program you’ll join a multi-generational team of community activists from all professionalwalks who will spend more than ten months together developing your leadership ability and delving intothe assets and challenges present in Stark County. This group is selected from highly qualified applicantsto form a class that is rich in professional, cultural, and ideological diversity.Signature Program members: Learn more about themselves as they Discover their Strengths through Gallup curriculum Learn more about the community through ten interactive program days that span the county and a range of critical themes Learn more about how to Strengthen Stark County through active participation in the Civic Ideation Sprint, Building BetterBoards seminar, and Board Matching event among other experiences Learn more about leading teams in their careers and community endeavors through examination of leadership competenciesThe program begins with an overnight retreat and meets for 10 full-day sessions once per month. Tuition is 3,000 all-inclusive andtuition assistance is available for non-profit or small business participants. Apply online at LeadershipStarkCounty.org. Applications aredue April 18. If you have more questions about our programs, please call Stephanie Werren, director, at 330-458-2093.Steve Edgehouse“Here’s what some previous graduates have to say abouttheir Signature Program experience:It’s the most impactful, professional experience. The fantasticinformation you receive about the community is only surpassedby the friendships made with outstanding community leaders.– Tracy BrewerThrough the Signature Program, I met and learned from communityleaders from all walks of life who work diligently and passionately striveto understand and address the challenges we face.– Steve Edgehouse“Tracy BrewerAs a minority, I saw Stark County aspects I never knew existed! I wasable to meet and share bonds with diverse, like-minded classmatescommitted to community and personal growth.– Sandra PylesSandra PylesPage 7

Stark County Board ofDevelopmental DisabilitiesSupporting choices and creating opportunities forpeople with developmental disabilities and their families.Get to Know our storyStark DD provides vital services and high quality support to a steadily increasing number (4,167 ) of people withdevelopmental disabilities. Stark DD provides cost effective funding for services such as early intervention, schoolage programs, residential support, and employment, as well as advocacy and education to assist a person’sintegration into the community.By leveraging federal, state and local funds, Stark DD also coordinates and monitors services for people withdisabilities by organizing appropriate supports based on individual needs. In addition to a variety of programs, StarkDD also provides transportation throughout Stark County to more than 300 individuals, traveling more than onemillion miles annually.Support: Tax levies approved by the Stark County voters along with state and federal dollars support the servicesto participants, their families or caregivers.Referrals: Program participants are generally identified through referrals from public schools, social service andhuman service agencies, hospitals, doctors, parents, friends, and relatives.Staff: The staff of the Stark County Board of DD is highly qualified and committed. All staff providing directservices to individuals enrolled are certified/registered by either the Ohio Department of Education or the OhioDepartment of Developmental Disabilities or a state licensing board. All employees of the Board also meet the rulesand regulations of the State Department of Administrative Services.Find our complete 2021-2023 Strategic Plan at StarkDD.OrgPROVIDERRELATIONSKnow Stark DDEDUCATIONADVOCACY2950 Whipple Ave. N.W., Canton330-477-5200www.StarkDD.org

RESILIENT LEADERSHIPIn today’s very unusual climate and culture, it has never beenmore important to address the need for Resilient MindedLiving. In the face of the pandemic (which is still very muchwith us), we have been forced in all arenas of our lives to finddifferent ways to get our jobs done and often times, doingmore with less. This not only places twice the amount of stress onthe employees, it also taxes those in the leadership positions thathave to disseminate the information and often times without a lot ofinformation themselves. These times are unprecedented and comewith no playbook. If ever there was a time that the human raceneeded to know that we can count on one another because “we areall in this together”, it is now. We need to put our money where ourmouths are, roll up our sleeves and truly seek to help one another.In essence, we are creating an environment that says “we all matter”regardless of our job titles. This is the way that Resilient MindedLeaders approach the environment. Resilient Minded Leadership isthe ability to sustain the energy that we need to continue movingforward under duress and pressure. It is the ability to cope and adaptto disruptive changes and the ability to bounce back and, we do thiswithout engaging in disruptive and dysfunctional behaviors that cancause harm to self and others.Although this can be difficult for all of us, it works much better whenwe come from a place of authenticity, genuine care and concern, nojudgement and a true desire to connect, communicate, share accurateinformation and above all, work together. Brene Brown says it best“in the absence of information, we will make up our own stories.”This in turn adds to our uncertainty, increases our anxiety andperpetuates the rumor mill. As Resilient Minded Leaders, we need toKeep the 7 C’s of Resiliency in our sites.By: Margaret DeLillo-StoreyCuriosity: Be curious about the people that you work aswell as the job that they do. Try to get to “know” that personand not just the title. Be curious about their aspirations, theirfamilies and their job.Contribution: Allow your employee to feel values,necessary and needed. ALL people want to know and feelthat their contribution counts. They want to know that theyare more than a number and that their part is valuable to thesystem working properly. They like feeling that they are not“justa.”Capability: The belief from our Leadership that says “Youcan!” You have the ability to make this happen, to do this job,to learn a new job. It is the “ability” of yourself to believe inyourself to trust yourself and to know you are competent inwhat you do.Circle Back: The act of getting back to the situation, thediscussion, a point that was made and perhaps not reallyanswered. It is the Leader going back to the employees,following up and readdressing any unanswered question,calming the rumor mill and listening for a few more moments.(continued on next page)The 7 C’s look like this:Compassion: If we come from a place of compassion for thosearound us with the understanding that we may not know what hashappened to them, or what their tipping point may be, we will lookat things from a different lens. We are not providing excuses and weare also not jumping to conclusions, we may just unearth a reason forwhat we are seeingConsideration: Mutual Respect for one another. This says I maynot agree with you but out of respect for how you see it, I willlisten. Depending on our upbringing, culture, religious practice andpersonalities, we may view things differently, not right or wrong, justdifferent.Clarity: Brene Brown says it best, “Clear is kind, Unclear is Unkind”.It is so important that the information we provide, the directionthe we give and follow can be easily understood with no room formisinterpretation. For example, “put it over there” as opposed to willyou put it on the floor next to my desk? It may be another line totype but it is so worth the understanding.Stephanie Werren, Director Kristina Belliveau, Managing Editor Sarah Lutz, Graphics ManagerLeadership Link is a publication of Leadership Stark County, a department of the Canton Regional Chamber of Commerce.LEADERSHIP STARK COUNTY 222 Market Avenue North Canton, OH 44702 (330) 456-7253 www.leadershipstarkcounty.orgPage 9

RESILIENT LEADERSHIP .(continued from previous page)(continued from cover)Remember, Resilient Minded Leaders, possess the qualities andcharacteristics that allow for mistakes, being imperfect and, theymaintain a set of values that are easily seen and do not alter basedon who is in the room. They quietly maintain control by sometimesgiving up control.Most importantly, these leaders value people and the work thatthey do. They recognize that the organization would not exist if itweren’t for the people that dwell within. The priority is who makesup the organization not the name of the organization.We have all learned how to survive in numerous ways during ofthis pandemic. Now, let’s shift the focus to “how to thrive” and thatbegins with each and everyone one of us taking responsibility for ourpart. It begins with me!WHAT THEY SAIDMESSAGE .“In our work with Strengthening Stark,you see organizations that get thingsdone.the Stark Education32.Emotional Intelligence – Good leadersunderstand how they can make people feel.With that understanding, they can engagetheir team in a way that fosters a healthyworking relationship.43.Driven by Curiosity – Good leaders givepeople the benefit of the doubt. They takethe time to learn more about the strengthsof the team.54.Considers the Long Term – Goodleaders care about being productive now andin the future. They understand the timescaleand their present actions impact the future.65.Conviction - Good leaders are strongwilled and resolute. When they act on theirvalues, they demonstrate character and resolve even if at times it may be unpopular.NOW HIRING IN STARK COUNTYPartnership is a shining star New competitive wages withbonus opportunitiesin this effort. They connect, collaborateand bridge education with our efforts.Having an organization like the StarkEducation Partnership is Shift options and schedule flexibility Limited positions available, ACT NOW!critical inproviding futuretalent for ourbusinesses.”APPLY TODAYwww.WorkForH.comCall: 330-456-7288Ray Hexamer,CEO/President,Stark EconomicDevelopment Boardwww.edpartner.org(330) 452-0829Page 10

A YEAR OF LEADERSHIP .A look back at a year of leadership programmingPage 11

APPLICATIONS ARE NOW AVAILABLESPOTLIGHT PROGRAM FOR YOUNG PROFESSIONALS BEGINS in MARCH!The Spotlight program is now taking applications from youngprofessionals in their 20’s and 30’s, who want to build leadership skills and dive deeper into their community engagement.Participants will identify and develop personal strengths, gainexposure to numerous community leaders and organizations,and explore issues and opportunities in our community.For Stark County to adapt and thrive, it is essential thatyoung professionals work, play, & stay in our community.The Spotlight program can be a key element to helping youngprofessionals learn all that our community has to offer, makeconnections with a variety of people, and find their niche formeaningful service.Spotlight young professional class members will receive: Personalized GallupStrengths Assessment Programming founded on the sixLeadership Competencies Professional headshot (digital file)(continued on next page)Keeping Stark Countywell for generations.From birth control to STI testingand treatment, wellness exams,and diabetes and hypertensionmanagement, your Canton HealthCenter has you covered withcomprehensive care.Make an in-person or telehealthappointment at ppgoh.org,or call 800-230-PLAN.Page 12

SPOTLIGHT APPLICATIONS .(continued from previous page) Community service opportunity Introduction

Leaders Don't Crave Credit - A good leader doesn't mind receiving credit. But their desire to get credit is non-existent. Instead, a leader is more concerned . Center for Non Profit Excellence in Strategic Perspectives in Non Profit Management. Founded in 1976, Child & Adolescent Behavioral Health is a non-profit, full service, trauma .