I went through some terrible things, but they made me who I am today.

Went through some hard stuff as a kid and started using drugs and alcohol like a lot of people do.

But for me it went bad.

I got to the age where it was really creating a life that I didn't want to live and I sought treatment.

And the people that I joined with literally helped me create a life that was worth living.

And so here I am almost 30 years later.

It has thread through my entire career and the way that I joined the world.

How do you leverage that as a CEO?

In the earlier days I felt much more vulnerable than I do now.

And the more that I accepted this is who I am, I think it has value for people to see me and be like, you know what?

He went through a normal journey and he understands and appreciates what our patients go through.

The most important, critical element we can have as leaders employees is to approach with love.

When I show them my love, it's when I think about what do they need, how do I support them?

That's what I'm trying to do.

And I genuinely care about the people that work in my organization.

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On this podcast, the world's most innovative senior leaders share their top success strategies to motivate your direct reports, cultivate your top leaders and accelerate your career.

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Here's Ben.

Are you a leader driven by compassion and results?

Then you're in the right place.

Welcome to Lead the Team.

Today we're joined by Dr.

Tom Britton, CEO of Encanto Health, which is the parent company of the Emily program and Gather Behavioral Health.

He's a leader with over 30 years of experience in behavioral health.

Tom's a lifelong learner with multiple master's degrees and a PhD in public health.

His own journey of addiction and recovery has shaped his leadership emphasizing both compassion and evidence based care.

He recently became CEO of Encanto Health back in January 2024.

And join us today as we explore how he leads with empathy, builds high performing teams, and creates a thriving culture.

Tom, welcome to lead the team.

So good to be here.

Thanks for having me, Ben.

So I understand that your personal journey of addiction and recovery is a powerful part of your story.

How has that experience shaped your leadership philosophy?

It's interesting.

You know, when I think about leadership, I think the best leaders are those that join their personal journey with their professional journey.

And it kind of creates the whole person.

You know, sometimes people ask, would you change anything?

And absolutely not.

I went through some terrible things, but they made me who I am today, you know, And I was one of those kids that went through some hard stuff as a kid and started using drugs and alcohol like a lot of people do.

But for me, it went bad.

And I got, you know, to the age where it was really creating a life that I didn't want to live.

And I sought treatment and I sought recovery.

And the people that I joined with literally helped me create a life that was worth living.

And so here I am almost 30 years later, and it has thread through my entire career and the way that I joined the world.

Wow.

Yeah.

That is a powerful merger of those.

What, so when you went through all that as a kid, I mean, what.

What helped you get out of that dark part of your life and into.

I completely legged a journey.

You know, it relates to.

I know first say, everywhere I've worked in my entire career has had a recovery story and a recovery component to it.

And I got to the point where the incongruency between who I wanted to be and how I wanted to be was absolutely impossible.

By continuing to use drugs, it just totally compressed who I was.

And I think we get to a place of desperation.

And the same with people with eating disorders and depression, substance use, where that desperation is so big that, you know, you just can't do it alone.

And some people never get help and they die or they're miserable forever.

And other people like me are fortunate enough.

Enough that I reached out for help.

Somebody took my hand and guided me in the recovery process.

Wow.

Do you.

Or how do you leverage that, that personal side of your journey as a CEO leading an organization?

Because a lot of.

I think a lot of leaders don't want to be that vulnerable.

It kind of exposes a part of them that people might perceive to be weak or something along those lines.

And you're.

It sounds like leading with it out front.

I mean, what's the response you get?

How hard is it to Share that, that personal side.

You know, I think in the earlier days, I felt much more vulnerable than I do now.

You know, I.

I think that my own internal acceptance was not as big as it is today.

And the more that I accepted, this is who I am, and I love me for who I am, and this is part of my journey.

I think it has value for people to see me and be like, you know what?

He went through a normal journey.

He's a normal person.

He has suffered like us, and he understands and appreciates what our patients go through.

So, you know, in.

In helping professions, there's a lot of people that are in the workforce that are also recovery.

And so it's an easier environment, you know, to talk about one's own recovery.

But I think it humanizes me, and it's not, you know, manipulative on my part.

It is truly genuine, and I think that matters.

Yeah, I'm sure it does.

When you're not in the ivory tower leading the organization, you're like, no, I have been there.

And I think when you can relate your personal journey, it does strengthen the overall vision for what's possible.

It's absolutely true.

You know, I'm going in the field tomorrow to visit several programs in Ohio.

And it's a hard time in this organization because I came in at a time where it required some really aggressive, fast change for us to get sustainable.

And anytime a leader does that, it's really hard from a cultural standpoint.

And I think the only way that a leader in my type of position can be successful when they have to create urgent change is if you're totally transparent, you're completely honest.

You put your story out there, you put yourself out there and you're like, look, here's the reality.

I need you to help join me in, you know, keeping us successful and sustainable.

So when you're communicating that message, what's the response you're getting back from the.

The different teams that you're speaking to?

You know, I think it's always mixed.

You know, I started the clinician, and, you know, as a clinician, I cared about patients, I cared about the care that I delivered.

And that was really my priority and my function in the company.

And I just didn't care as much about the bigger picture and money.

You know, it wasn't something that mattered.

And so there's always going to be those people that, you know, are very idealistic, really care about the missionary, that it fights them.

But then there's others that are on the fence, and a lot of those folks move, you know, they're coming in a bit guarded, but you can kind of join with them.

And one of the things that I ask every time I'm in the field is, if you were me and you were going to get some coaching, what would you get?

And it's me also being vulnerable to them to give me advice and guidance and coaching.

And it's helped me make some changes in my organizations that have really been, you know, what they wanted, rather when I.

Rather than what I thought they wanted.

And so what it like, what's an example of one where you maybe went and you were surprised, like, you went in thinking, hey, you're one as CEO, this is what I'm going to do.

You go, you listen, you're being vulnerable, putting it out there, and maybe your mind was changed on something.

How long is the interview?

Is probably the best question.

You know, I think, you know, one that I'll share.

One of the takeaways that I frequently have is that people in the field don't have awareness of some of the things that we're doing.

And so one of the changes in this organization is we looked at turnover, is that we have a position called a behavioral health tech.

This is the person that spends the most time with patients and typically has the least training.

And so we created a training program for them to really help advance their skills and strength.

And went out there, you know, and talked about it, and many hadn't heard about it.

I was like, that's a total failure on my part.

But also they were like, I don't have the time to do it.

It's too stressful.

So we had to figure out, how do we reshape this in a way that creates the opportunity for them to do it.

So it's, hey, instead of, you take your personal time and do this, how can we reach you in a more convenient way or not to interrupt your workflow?

That's right.

And we also learned that the supervisors of those people didn't have the time to do their part.

And we're like, man, if they don't do their part, it won't work.

It will fail.

And so we created another training program for them and really tried to create a balance where if I supervise you and you're getting better, I need to help you get better, and I need to know how you're getting better.

It was very exciting.

You know, the outcome's been great, and we've had a third of that workforce now do the training, and only two resignations in a Pretty good chunk of time, which is much better than our norm.

So it's working well.

Congratulations on that.

So what, what about you?

So a lot of times leaders will say, well, they don't say they have the time, they need to make the time because this is a priority.

And you're.

But that's not the message that you're giving them.

What is the key to that?

Because a lot of times, yes, people have their work and CEOs, other managers, directors, VPs are listening to this and they're like, okay, we got these priorities, they got to do these.

But we had this new program in corporate.

They got to make the time for it.

They need to make the time.

It's the hardest thing, isn't it?

One of the changes that I did when I got to the organization is I saw that there was a centralized decision making body on the corporate side and then there was the field.

And there was a big disconnect between those decisions.

And the field, even at the executive director side felt disempowered, uninvolved, and, you know, therefore a lot of that wasn't them.

And so this was one of the controversial things I did is I eliminated that entire group of leaders because I was like, you know what?

At the central place is not where we should invest those resources.

And instead I made four regions.

Each had their own internal leadership, each had their own internal directives.

And it was very personalized and localized.

And we created a balance between our central services, who is there to support the field, not vice versa, which has given them the influence to say, okay, this is important to you as an organization and they can always challenge me, but it is important to you.

How can we do it in a way that works for us?

Wow, okay, well, you just flip the script on it then.

Well, you don't have time.

Let them make the time, but give them the resources and more control over their calendar and their schedules and their region to make it work for them.

That's the goal.

You know, and it's always impossible.

There's always tons of priorities.

You know, when I think about kind of leadership traits and what matters the most, one of the words that I use a lot is intentionality.

You know, is that if I don't wake up every morning and say, what is my role, what is my function and what am I supposed to achieve?

And I look at my calendar and I look at what I'm working on, if it's out of sync, I need to change what I'm doing and how.

How easy is that?

You know, for me, as a CEO.

As a CEO.

Well, I mean, for me, it's.

It's funny, it's actually not hard because the beauty of being a CEO is you can kind of do whatever you want as long as you're willing to accept the consequences.

Right.

And, you know, I worked very hard with the team to come up with a shared vision of what we were here for.

And I reserve an hour in the morning, every morning, where I don't let anybody schedule with me.

And that's where I go through my lists, I go through my notes, I go through my calendar, and I say, am I doing what I'm supposed to do today?

And there's times I cancel stuff and there's times I add stuff.

And my team knows this about me.

And for me, it works really well.

When you openly talk about that to your team, do you find that they're like, okay, it's working for him.

Maybe I need to think about that.

And they're.

And they're changing the way, like, it's like sort of like, like a trickle down productivity and focus technique.

Are they implementing this or are they still kind of doing it their own way?

And I think some are more successful than others.

And it goes back to kind of the intention, and it also goes to discipline is for us to do that.

You know, another leadership trait that I really believe in is discipline.

You know, is that I need to structure myself accordingly.

I need to look at my stuff and say, this is what I'm supposed to be doing.

It's a lot like, you know, a health routine.

If I want to eat a certain way or be active in a certain way, there's always something that can make it hard and make it impossible to do it.

But there's also a way that we can always do it if we choose to.

Yeah.

A very empowering message for all people to look at their own habits and behaviors and their productivity and take control of it.

Yeah.

What's in your circle of influence versus circle of concern?

Thinking about.

Yes, likely.

Stop there.

So I want to dive into a little bit about the organization and the impact y'all are making.

Can you.

So a continuous health addresses a critical need for eating disorder care.

Right.

That's a big emphasis for you all.

Yes.

And this is a field that is often misunderstood by a lot of people.

Can you share a story that illustrates the transformative power of timely and compassionate care in this area and how you all were involved with it?

Oh, absolutely.

And there's so many of them, you know, that we have a national footprint, you know, coast to coast and the entire continuum of care, which in eating disorder treatment, means that we treat people that can have a phone call, you know, every couple of weeks, all the way to people that need hospital level care and everything in between.

And so we treat kind of part of what we are known for is we have one of the best quality products in the industry.

We invest a lot of time, a lot of intention, a lot of money into making sure we have the best product.

And we've began doing some really intense outcome studies.

And it wasn't something that we really did well before I got here.

And that really matters to me.

Like one of the priorities for the company is to save and transform lives.

And if you're going to do that, you need to know that you've impacted it.

And so we've done some recent studies and this gets a little clinical, but for someone that meets criteria for an eating disorder when they walk in the door, that a big, big chunk of them don't meet that criteria when they leave.

And so we're able to intervene with that person, provide them with the tools, the love, the compassion, the time to build the strength to change the behavior.

And we just have so many of these stories.

I was in a facility and this is kind of on the flip side is there's a group of people with anorexia and it's persistent, severe and enduring, that despite treatment, they keep kind of going back to the very destructive, dangerous behavior.

And I was in one of our programs, I met a woman who was dramatically underweight, very, very underweight.

And she came to me and she said, it's my 12th time in treatment and I'm so grateful that you're here for me every time.

I can't tell you how much I appreciate it.

And that woman is probably alive even because we exist.

And it's too bad she wasn't successful each time, but sometimes she'll get it.

Well, what changed when you guys got involved in this versus their other 12 attempts?

You know, we're a science driven program.

So we look at what is the evidence based treatment.

We're a medical based treatment, we're a psychiatric treatment, and we're a social support based treatment.

So we treat literally the entire person.

What is the most powerful thing about this organization is the staff that we employ has so much compassion and care and despite how hard their jobs are, they always show up and they always show up with what the patients need.

And it's just remarkable what can happen.

Wow.

Well, that's that's a compelling story.

I mean, someone that had tried so many times and was able to get something different from you all and yes, you know, succeed in there.

Do you.

From an eating disorder standpoint, from a national trends.

I know you guys are a growing organization.

A lot of ways do you see eating disorders growing as a problem nationally, globally versus previous trends?

You know, eating disorders are sneaky in the sense that we live in a diet culture.

We live in a very toxic body culture.

And a lot of folks, the majority of folks that have eating disorders don't seek treatment.

And a huge chunk of them don't even know that they have a disorder.

And so we are seeing national trends where that's increasing.

And we're also seeing the introduction of some of the GLP1 medications that are designed to help people lose weight, like Ozempic and things like that.

That what we're seeing very early signs.

It's not been around long enough to give a definitive answer on this.

But what can happen is If I weigh 30, 40 pounds more than I want to and I take the medication, lose 30 pounds, everybody's like, God, you look so great.

And it reinforces more than ever this story inside your head that I have to be skinny and if I'm skinny, I'm better.

And then they stop the medication and they don't change the behavior.

It happens back.

And then we have a patient that clinically needs treatment.

Yeah, it's.

There's a lot of compounding things, the GLP ones and of course social media looking for certain things on through validation and likes and oh, you're out, you're losing weight and you get all this compounding feedback.

It is.

And then you come off and it's.

Yeah, it's hard.

So what are you.

So.

Oh, wow.

So how was.

How does your treatment interacting with that or how are you guys getting involved with GLP1s to say, hey, I mean, what.

Well, I guess first of all, is there a.

Do you have a position as a, as a clinician on that?

And what is the or how does it intertwine with the organizational mission when you can take a shot and lose a bunch of weight?

You know, it's interesting because we've been talking about this a lot lately, and in the eating disorder industry, weight loss has been very taboo and it's really been considered counter to treatment.

And there was, you know, one of the movements was kind of right size at any size.

And, you know, so a lot of providers haven't talked about weight loss, but a Lot of our patients don't want to be the weight that they are.

And so.

And it's not inappropriate to consider that they would want to be smaller than they are.

It would not make them unhealthy to be smaller than they are.

But it has to really go in concert with, is it eating disorder behavior, is it not?

How do we treat that, or do we not?

And we're having early conversations about that of how do we join people in helping them where they are.

Because the reality is if I am heavier than I want to be and I can be healthy and lose weight, and that's what I want from treatment.

If we say, sorry, that's not appropriate, then we lose the patient.

I get worse.

So it's an interesting time in the field.

Yeah, I think, like, when I hear you talking about it and you didn't say this, but in my mind is, hey, if you're getting on GLP1s and you're getting results, it's probably equally important to pair that with some sort of other kind of therapy or coaching, not just medical treatment, because there's more than just weight loss going on.

Right.

It's this external validation that could get really.

Could really trip you up as you go along.

And if you think about, you know, the eating disorders in general, there's like a restricting category where people eat less and control their eating.

There's bulimia, where people eat and throw up, and then there's binge eating disorder where they eat a lot but they don't throw up.

And so bulimia and binge eating are two.

Where when.

When the GOP ones came out, they're like, great, I can take a pill and I can lose weight.

And to your point that no behavioral intervention was done, and that pill might work for them, it might help them do what they want to do.

Because what the pill does is it really mimics kind of the way the body's supposed to manage sugars, which has a chain reaction throughout the body.

And so it works in the moment.

I think that the best comparison in the substance use treatment world, methadone was kind of looked down on by a lot of providers.

They felt like it was usable.

And when medication assisted treatment came out, like Suboxone and Vivitrol, they were not opioids.

There was a lot of folks that still were like, that's a drug.

You can't do it.

The field now, it is a very central intervention for people with opioid use disorders.

And good treatment is they take the medication, get treatment at the same time.

So something we're talking about is working with physicians that prescribe GLP1s to give therapeutic intervention while they're taking them.

Yeah.

So good.

And it's just, it's just a good seed to plant with listeners here because I'm wondering, in the, in the healthcare world, right.

They're going to be facing things like, hey, I've got employees, I've got insurance plans, health insurance plans, and they're going to be a lot of changes, I suspect because right now, a lot of times GLP1s are not covered by, in.

By traditional insurance.

Right.

A lot of people are paying out of pocket.

Yeah.

And they may be in the future, but often therapy is covered.

True.

And this is good.

Yeah.

From a business standpoint for the organization, and we've seen this kind of throughout medical and healthcare is that there's kind of two things dynamically that are changing.

One is patient preference is they want less intensive intervention, they want intervention at home and they want kind of the quick fix.

GLP1's a quick fix.

Take a pill, lose weight, you know, medications, the treatment.

I take the pill, I'm less likely to use.

We.

And so there's some new startup companies that are kind of disrupting the eating disorder industry by saying you can do everything virtually no matter how sick you are.

Which in our opinion is a dangerous kind of value proposition.

But payers love it because they're like, this is great.

We don't need to pay for inpatient treatment, but there's patients that are sick enough that they need inpatient treatment.

But we're having to adapt as a company to really meet that interest.

So we've created a company called Gather Behavioral Health, which is one of our companies that is a totally virtual program.

And we've added intensive virtual programs to the Emily program, which is our other foundation company.

We have Emily Program at Gather Behavioral Health.

So we've added even day programming virtually where I do six hours a day, five days a week.

And it's working incredibly well.

Yeah.

Well, good.

I mean that's what a great way to extend the mission of the organization using the tools that are available.

That's right.

And it's so great that you guys are getting beyond the four walls into places where you can reach more people, you can leverage the talent you have in different ways leveraging the technology piece of this.

So.

Hey Tom, can you tell me a little bit about the Emily program and Gather Behavioral Health?

Sure.

You know, so Acconto Health is the organization that owns both Gather Behavioral Health and the Emily program.

And Emily Program is our, you know, kind of legacy program.

It started in 1993.

This kind of story, this hope, you know, to help people with eating disorders.

It was founded by Dr.

Dirk Miller, who's still on our board, very involved in the company still because his daughter had.

His sister had recovered from an eating disorder.

And we've evolved to be a national, nationwide program from Washington to Georgia, North Carolina, Minnesota, etc.

And during COVID we started Gather Behavioral Health as a virtual extension of what we did.

And when Covid kind of faded out rather than Sunset and Gather, we actually expanded it.

We have over 2,000 patients today.

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I want to go back just for a second into your background because you've got a lot of degrees, sir, Marriage and family therapy.

I was looking at all your degrees.

I was like, man, this guy is into learning now.

And I'm curious, like, looking back, I think it's so interesting where you ended up here.

So you.

You faced addiction, you dealt with it.

You're leading, you know, as a CEO in a company that deals with it, but you also pursue marriage and family there, all these other, you know, therapeutic means.

When you look at the cross section, like, where.

What did you learn?

Or maybe what's a lesson or two that you learned from maybe these other fields that have helped you as a CEO.

You know, I think I'll.

I'll say two things.

So the clinical degrees that I have, the master's in addiction, the master's in marriage and family therapy, that.

Especially marriage and family therapy.

You know what the general philosophy is that families are systems.

And typically the families come forward and they say, ben's the problem.

Fix Ben, our family will be healed.

But Ben isn't the problem.

The sister is the problem.

And so as a marriage and family therapist, you look at the system, and if you change the system, Ben gets better.

And when the system changes, everybody gets better.

So I think about companies very similarly, is that when I walk into them and I've kind of become a turnaround guy for, you know, not necessarily intentionally, but I walk in and it's like parts of the system are broken and if you fix that part, it fixes other parts.

And so I think that's where the clinical foundation on the public health doctorate, the whole focus was executive leadership and most of my degrees.

I got promoted and wasn't qualified.

And I was like, I'm not, I'm not qualified to do this job.

So I went back and got more education.

So that's the story behind all of this.

But proactively seeking it out when you got this, like, what are, where, where can I accelerate my learning?

Yes, exactly.

And I think as good leaders, we need self awareness of am I really unqualified now?

If you get promoted, typically you are.

And the doctorate was a global, a global program.

There were 10 of us from around the world, all from different disciplines and we learned from each other.

I mean, there's people in the World Health Organization.

There were people in Hong Kong, in Jakarta, you know, in Paris, in England, in California.

And I learned from them something that I never could have learned had I stayed in my niche.

Wow.

I think that's a really cool thing about executive leadership programs when you get exposed to people in other industries because you're never going to meet them at a conference because you don't go to those kinds of conferences.

You're going in your niche and your vertical and your focus leading there.

And there's got to be something beyond the Wall Street Journal where you can actually develop relationships in that way.

That's great.

So my question to you is now there's a lot coming your way.

Talked about GLP1s, there's, there's AI, there's all these other things impacting your field.

How are you thinking about executive level education now that you're CEO in this industry?

That's, that's changing.

You mean specifically for me or for the organization in general?

Well, I was thinking about you specifically since, since your track record has been to, you know, get in and your learn, find out the gaps and develop yourself.

But also for the organization.

I mean, it's a great question.

You know, when I think about where is my development going from here, I think the biggest part is finding mentors that understand the changing dynamics that influence my company.

And so sales and marketing is one that has changed so rapidly and that's not something I've done before.

I'm not an expert in that.

So I have to find the best people I can possibly find and add them to my board, for example, of directors, and bring them into the company and Find outside people if we need it.

Same kind of thing with quality outcomes.

It's changing so dramatically.

Same thing with technology.

Like, I met a company last week that we're looking at adding in that uses artificial intelligence for patient placement.

And right now it's about human.

We have humans that are placing patients and this layers in this very science, evidence based thing.

So I find people that are smarter than me and I surround myself with them.

It's the only reason why I've ever been successful.

Very good.

Yeah, it's.

I think it's helpful for people to understand.

Like, how do you think?

Well, I'll look for people to put on my board.

I'll look for the gaps, fill the gaps.

Other people.

And what do you do to, what are, what are your thoughts on where you go to find this?

Because the way I think about a lot of what you described is like, hey, I'm in, I'm on the road, right?

I'm meeting, I'm meeting our employees and helping them lead.

What.

When you do have time to go out and you're thinking externally, where, where do you go and how do you approach it?

You know, one of the, interestingly, I go to a lot of investment conferences, which are good places where.

And I network and I say, what are you guys doing to be successful?

Who do you know that's helping you be successful?

And I go, I actually go and listen to speakers, which most people go, and they just go talk in the hallways, but I really pay attention, you know, and like, I like Harvard Business Review.

I find it very provocative in coming out with some really, you know, most recent, most thought provoking, you know, center leaders that you probably can't get some of them on your board because they're big.

But I do that.

And I also, you know, I have hired people, my executive teams that have their own networks that are much bigger than mine could ever be in their discipline.

So.

Good.

Yeah.

Another way to think about your board and for leaders who don't have a board because you're not a CEO, you can have your own personal board.

And I suspect you've been cultivating these relationships long before you were CEO.

Oh, yeah.

They're like, oh, hey, Tom.

Yeah.

I mean, when you think about a toolbox, like a leadership toolbox, if it doesn't have people in it, you're missing something dramatic.

Tom, this has been so much fun today.

What's your parting thought for our listeners?

Take any direction you'd like.

Wow.

I mean, so this is going to sound odd from a.

For profit CEO.

But I think that the most important, critical element we can have as leaders, employees, et cetera, is to approach with love.

And when I think about love, you know, I love my family, for example, which is a feeling.

But when I show them my love, it's when I think about what do they need, how do I support them, how do I kind of join with them?

And if we can do those same things at work and in leadership.

When I talk about going out to the field, that's what I'm trying to do.

And I genuinely care about the people that work in my organization.

I feel love for them and I try to act in love.

And it's tough with the competing interests that you have in the CEO seat, but it's a valuable one.

Love that parting thought and the word that comes to me is intent.

If you have that intent to be positive, to lead with love, and they know that, which you just declared it, then they're going to be hearing and hearing from you, reading your emails entirely differently.

Then they're just like, hey, he's just, you know, giving us the old corporate speak that we're used to.

Intent matters.

And what a great.

Yeah, thank you so much, Ben.

I've had a blast.

Thanks, Tom.

All right, take care.

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