Aug 25, 2026 · 1 hr 8 min · 13 segments
In this powerful episode of the WiLD Conversation Podcast, Dr. Rob McKenna sits down with Tim Neville, President and CEO of Echoing Hills, to explore what happens when an organization moves away from…
Tim NevilleGuest
Rob McKennaHost
Sabeth KapahuHost
It's really interesting, Tim, and I think for people listening, that may not have categorized you as in the healthcare sector.
Do you know what I mean? Like when they think of healthcare, they think of the hospital, a hospital for people.
And so introducing that is really interesting because it has all kinds of daily tactical implications, right? That's the world that you function in.
Alongside that, so you have been intentionally investing in the development of trust, right? and in leader development, and for multiple years now.
People, when they think of leadership development or maybe even trust building, they think of an offsite.
They think of it like that's what that is, or they think of it as a one-off training moment, which we can talk about more in just a moment.
I know a little bit of the story, but what is it that convinced you that trust would deserve that level of ongoing attention and investment?
So when I look back at the organization 10 years ago, Buddy Bush was the former CEO.
He retired, but he led into our 50th year that Echoing Hills would become One Echoing Hills.
Prior to that, we were functioning almost as five independent nonprofits in our five different regions around the state of Ohio.
We did a total rebranding, came out with who we are, still the same purpose, but really looking at a unified Echoing Hills and the Echoing Way.
And that set the path and the trajectory when I took over as president and CEO in 2019 of how do we continue to evolve as an organization as one, yet still in five different geographical regions, Like I said, over a thousand miles apart from each other in the state of Ohio, but as one Echoing Hills, one Echoing Hills ministry.
And so part of then looking at that was we were hearing from our leadership teams were being put into leadership positions and but we're not given the tools.
We may have been a great direct support professional on the front line that really impacted the lives of the individuals we serve and they impacted ours.
And you said, there's something great that you want to see me move forward into a coordinator or leadership level position.
We heard strategically through our strategic planning we need to begin to invest into our leaders.
So it was not only just my vision of that, it was leading from the board's vision through strategic planning, bringing over 60 leaders and other stakeholders from around the ministry to do that strategic planning that we started to hear that voice that we really need to invest into future leaders, emerging leaders, new leaders, legacy leaders within the ministry to make sure we were leading not only with integrity, but trusting each other and really listening to that feedback that we were being given that we need the tools if you want us to be successful.
It's really interesting, Tim, and I think for people listening, that may not have categorized you as in the healthcare sector.
Do you know what I mean? Like when they think of healthcare, they think of the hospital, a hospital for people.
And so introducing that is really interesting because it has all kinds of daily tactical implications, right? That's the world that you function in.
Alongside that, so you have been intentionally investing in the development of trust, right? and in leader development, and for multiple years now.
People, when they think of leadership development or maybe even trust building, they think of an offsite.
They think of it like that's what that is, or they think of it as a one-off training moment, which we can talk about more in just a moment.
I know a little bit of the story, but what is it that convinced you that trust would deserve that level of ongoing attention and investment?
So when I look back at the organization 10 years ago, Buddy Bush was the former CEO.
He retired, but he led into our 50th year that Echoing Hills would become One Echoing Hills.
Prior to that, we were functioning almost as five independent nonprofits in our five different regions around the state of Ohio.
We did a total rebranding, came out with who we are, still the same purpose, but really looking at a unified Echoing Hills and the Echoing Way.
And that set the path and the trajectory when I took over as president and CEO in 2019 of how do we continue to evolve as an organization as one, yet still in five different geographical regions, Like I said, over a thousand miles apart from each other in the state of Ohio, but as one Echoing Hills, one Echoing Hills ministry.
And so part of then looking at that was we were hearing from our leadership teams were being put into leadership positions and but we're not given the tools.
We may have been a great direct support professional on the front line that really impacted the lives of the individuals we serve and they impacted ours.
And you said, there's something great that you want to see me move forward into a coordinator or leadership level position.
We heard strategically through our strategic planning we need to begin to invest into our leaders.
So it was not only just my vision of that, it was leading from the board's vision through strategic planning, bringing over 60 leaders and other stakeholders from around the ministry to do that strategic planning that we started to hear that voice that we really need to invest into future leaders, emerging leaders, new leaders, legacy leaders within the ministry to make sure we were leading not only with integrity, but trusting each other and really listening to that feedback that we were being given that we need the tools if you want us to be successful.
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