In the Spring of 2022, Sgt Chad Matthews was on his way to a routine call.  An elderly person was exhibiting unusual behavior and was endangering his friends and possibly himself.  What made this call different, was that Sgt. Matthews had seen more and more cases that he knew were attributable to mental health challenges.  “Over the years, I had been engaged in situations where I could tell the person who was the subject of our investigation was not functioning out of malice.  It was clear that they were suffering through some sort of mental health condition.  They didn’t check the customary boxes, so I really didn’t have a protocol to handle these types of situations. And as we got deeper and deeper into COVID, I could see it occurring more often.  More and more situations where the perpetrator wasn’t trying to commit a crime, but they couldn’t help themselves.”

Rather than chalk it up to the usual and move on, Sgt. Matthews did the unusual.  He pulled together a team of social workers and Office of Animal Services and decided to address this situation as a mental health issue and not law enforcement.    “I realized, I was ill equipped to handle this situation on my own and that what we needed was a multi-faceted team to address this situation.”  This became the blueprint for subsequent efforts.  And in time, his efforts got noticed…by his leadership who wondered about his unusual methods.  “I explained to them that traditional law enforcement tactics were unnecessary.  That there was an increasing number of cases where you needed a multi-faceted team that included a social worker to come and resolve the situation.  It took a little convincing, but in time they saw the merit of my efforts.”

Since that first effort in May of  2022, Sgt. Matthews has formed the Crisis Intervention Team.  He along with other public servants from other disciplines jointly go to incidences to de-escalate situations and then figure out the right path forward.  “Like any team, we all have different roles based on our areas of expertise.  So, we handle each situation a little differently every time.   Sensible, for sure,  but there isn’t really a precedent with what we are doing. “  Sgt. Matthews sees the solution also including outpatient clinics as well as behavioral health centers.  “I am glad to see that there is funding now available for the Restoration Center.  That will make a difference in the community.”

Along with these initiatives, Sgt. Matthews is helping pull together other teams that include his fellow officers.  “They see the need and are eager to find a way to bring it to bear on the situations they find themselves in.”  In addition to Montgomery County, his methods has gotten the attention of others in law enforcement and he is finding himself in a consulting capacity.   This includes efforts in Anne Arundel and Baltimore Counties.   “Who knew that a random call could lead to so much change.”
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As we celebrate National Mental Health Month, let’s recognize the need and support those who find ways to think differently.

Sgt. Matthews told more of this story at our 30th Anniversary Storytelling Show, streaming on demand here. (Catch him at the 10:00 mark.)

The Daily Record recently named Primary Care Coalition President and Chief Executive Officer Leslie Graham to its 2023 List of Maryland’s Top 100 Women. The following interview delves into Ms. Graham’s views of leadership and how she got to where she is today.

What qualities make for a good leader?
A good leader sees and stays open to many possibilities while simultaneously driving forward on the path that can impact the mission most. A good leader actively listens to information from many perspectives, asks targeted questions, and grows others with opportunities to do challenging work and make difficult decisions. An ‘aha’ moment for me was in 2011 when, at a leadership development conference, I looked around the room and realized people with vastly different personalities and skillsets can be impactful leaders - there is no single recipe.

Can you describe your leadership style?
I am a strategist who models an inclusive leadership style. I like to hear from everyone on the team, while I guide the organization toward the goals we need to achieve.

Has your style always been this way, or has it evolved?
It has evolved. Many years ago, I struggled to feel satisfied in my first significant leadership position because I was no longer directly producing programmatic outcomes.  Over the years, I learned leadership is a long game, albeit interspersed with plenty of urgent decision-making.  Now, as I focus more on strategic positioning, my style has evolved to embrace making introductions, putting ideas and concepts out there for others to run with, and getting people the resources and connections they need. 
 
Has the COVID-19 pandemic and remote work affected your leadership style?
When we were all in the office daily and regularly out at community meetings, I think we took for granted the informal moments that happened around formal interactions.  With remote work and fewer community gatherings, as a leader I am conscious of the precious moments I get to interact with others, whether virtually or in-person, in less formal ways. 

Who are or have been your role models?
I had two great mentors in the early stages of my career.  One was a strong role model for succeeding as a female in a male-dominated profession.  The other taught me to lead from a deep grounding in fairness, equity, and ethics while focusing on the long-term impact.

What about your leadership do you want others to model?
Fairness, listening, and building partnerships that will remain intact through future leadership changes.  No one person can create the level of change needed to bring equity in healthcare access and close the disparities in outcomes.  Building strong partnerships is essential.

What are you most proud of when it comes to this honor?
Although I do not seek the limelight or accolades, I am very proud of what I have contributed and built in our community.  I think of my work as planting ideas, nourishing their growth, and tending the seedlings until others take up the call for their success.  I am also incredibly proud of helping other women to grow and become impactful leaders.  From my time leading projects in Egypt, to running women’s health services across Maryland, and now at PCC, the women I have met or mentored have grown into leaders themselves.

What do you consider your greatest achievements?
I am proud to be a founding partner in Nexus Montgomery.  This partnership among the six local hospitals creates positive impact for the shared community in ways that no single hospital could achieve on its own. Earlier in my leadership career, I also mentored women in Egypt and took great pride in modeling an inclusive leadership style for them that they had not experienced before. It was enormously satisfying and made a difference in their careers and lives.
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What would you like your legacy to be?
I would like for the partnerships and programs I had a hand in bringing to fruition to thrive for as long as the community gets benefit from them.