December 14, 2020 • 26 mins
Tim Eissinger is the Chief Executive Officer for the Anne Carlsen Center, serving over 4,000 individuals and leading an organization of 700 team members across North Dakota and western Minnesota.
Tim is a life-long North Dakotan and has over 35 years in the non-profit sector, where prior to Anne Carlsen he worked in the adolescent residential treatment field. He is known as a servant leader, a trust builder, and a leader with a talent for approaching problems from multiple points of view.
Tim resides in Fargo with his wife, Becky, and has two grown daughters. In his limited spare time, he likes to build his own computers and has produced computer graphics and animations which have aired on networks such as the History Channel, Discovery Health and PBS.
S2:E4 // December 15, 2020
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Episode Transcript
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Tim Eissinger (00:00):
I'm not someone who's interested in staying in
the spotlight or having thattype of attention.
The value that I feel in thecareer opportunities that I had,
the value comes from being ableto see others accomplish, to
build and recognize their ownstrengths in ways that help them
be successful.
Jessi Woinarowicz (00:23):
Glaze and grit is a podcast where honest
and real conversations are frontand center.
A conversation where Fargo,Moorhead area, business owners,
thought leaders, advocates, andvisionaries share their lessons
learned and provide a freshperspective to better inform and
support you in your journey.
It's about sharing the realstory to inspire lead and
(00:45):
encourage.
All right here in my backyard ofFargo, North Dakota, it all
starts with a conversation andhonest one.
I'm Jessi Woinarowicz, and thisis Glaze and grit.
I had the unique pleasure ofconnecting with Tim Eissinger,
CEO for the Anne Carlson Center,a servant leader who oversees an
(01:09):
incredible impactfulorganization, whose mission is
to make the world a moreinclusive place where
independence is a gift to all ina world full of noise.
It was such a wonderfulopportunity to lean in and
learn.
My goal is I hope ourconversation leaves you
motivated to take action on howwe as a community can support
(01:30):
and lift up our fellow communitymembers with a disability.
Here's Tim Eissinger.
Good morning.
Hey, good morning.
How are you?
Tim Eissinger (01:42):
I'm doing good.
Jessi Woinarowicz (01:43):
Thank you so much for coming on and chatting
with me this morning.
Tim Eissinger (01:48):
Happy to do it.
Jessi Woinarowicz (01:49):
Well, are you ready to get started, Tim?
All right.
It sounds great to provide a bitof background for our listeners.
You are the chief executiveofficer with the Ann Carlson
center of position you've heldfor the past three years.
As the end Carlson center is anessential organization to our
community and it has made aprofound impact on so many
lives.
(02:10):
Can you share, what was yourmotivating factor to serve with
Anne Carlson?
Tim Eissinger (02:14):
Yeah, I appreciate the question, Jessi.
It's been an interesting journeyfor me, I guess across my
professional career and I feelso fortunate to have had the
opportunity to join Anne Carlsenin 2014 as their chief operating
officer.
And then in 2017 to move intothe CEO role, you know, having
spent 37 years in the field, youknow, and one of, one of the
(02:37):
organizations I've worked in wasa 30 year stint.
And of course, as I can see 60from a year, I know that that's
no longer the model that modernbusiness works within, but I
didn't know there was asignificant change in mission
for my previous employer.
And it was one which mentioned,was given second billing to
(02:58):
margin and it's been my entirecareer really focusing on the
ability to be a difference makerand to make the world a better
place.
And I really struggled at thattime, knowing that the, uh,
where was I going to fit?
I mean, I had spent 30 years inthat particular organization
wanting to make that difference.
(03:18):
And suddenly the mission pulledout from under me, where, where
would I land?
And it certainly took a littlebit of recruiting and effort to
get me out of my comfort zone,but, you know, it was really
quick to see with the inquiryfrom the end Carlson center, the
amazing scope of services theyoffered and the ideology that
(03:40):
Dr.
Ann Carlson had built into theinstitution was alive and well.
And that there were so manyopportunities available to every
team member at Anne Carlson tobe that difference maker that I,
uh, I made the jump, I havenever regretted a single second
of it and would do it again in aheartbeat.
Jessi Woinarowicz (03:59):
And that's so interesting to him.
You knew you had to make a leapor do something, but you still
struggled or wrestled a littlebit with stepping out of your
comfort zone.
Tim Eissinger (04:08):
You know, I, I think that's a modern day
challenge for leadership.
And especially if you know, ityou've spent the majority of
your career in one or twoindustries that you feel as if
you're locked in.
And I just think the currentoperating environment is such
that people have to be willingto take new risks, um, evaluate
new opportunities.
(04:29):
I know I liken it to and lookingat the many challenges that the
individuals we serve at the endCarlson, if I had a quarter of
those physical or intellectualchallenges, I mean, I, I can't
help, but feel like I'd betotally debilitated.
And yet the courage that hasshown by the families and the
individuals we serve to get upeach and every day and aspire to
(04:52):
not only improve themselves, butmake the world a better place to
work towards independence and bea contributing member of
society.
Well, we should all aspire tothat.
And it's just such an incredibleexample of courage.
They're truly living examplesfor all of us and certainly
function as my role models.
Jessi Woinarowicz (05:12):
Can you share more about the center's
namesake, Dr.
Ann Carlsen, along with theservices and support the team
provides?
Tim Eissinger (05:18):
Certainly, you know, Dr.
Ann was really kind of a legendin her own time.
She was recognized bypresidents.
Um, she is in the theaterRoosevelt Roughrider hall of
fame.
You know, there's just so manyaspects of celebrity.
And yet, you know, herbeginnings were very humble born
in 1915 and GrantsburgWisconsin.
(05:40):
I mean, there were significantchallenges.
I get the opportunity to greetall new employees that Ann
Carlsen is a part of our generalorientation.
And I get a chance to talk aboutDr.
Ann and her amazingaccomplishments in our life.
But I also spend a little bit oftime talking, Dr.
Ann's parents, Alfred and MarinCarlson.
(06:00):
And the reason I note that is,again, the, the opportunities
given to so many were directlyrelated with Dr.
Ann's birth, born with asignificant physical or
intellectual disability in 1915,the almost first response would
be, do we institutionalize thischild?
Or if we do raise her in our ownhome, do we put her in the
(06:23):
basement?
Do we put her in a back room,you know, nodding engaged and
the courage of Alfred and MarinCarlson to say, we don't care
what the social conventions ofthe day are.
Our opportunity here is to giveour daughter every possible
opportunity to succeed in ourchurch, our school, our
(06:44):
community, um, in, in our familyhome.
And they set the bar so high.
And I just tell our teams, weneed to each and every one of us
have the courage that Dr Anne'sparents have, because that will
to take on all the naysayers whodon't see possibilities or don't
see potential.
(07:04):
And given the opportunity toshowcase what Dr.
Ann accomplished in her life.
That's a living Testament totheir courage.
I said each and every one of ushas to demonstrate that same
courage as we, uh, move forwardin our work with, within
Carlsen.
Jessi Woinarowicz (07:21):
Okay.
And I know you've mentionedpreviously, that team member,
and you touched on it in here.
Team members are alwaysempowered and expected to do the
right thing at the end Carlsoncenter, and to be bold and
courageous and their thoughtsand actions as the CEO, how do
you empower your team members tobe bold, courageous, and
empowered to do the right thing?
Tim Eissinger (07:42):
I think it's really important to be not just
someone who leads by words, butwho leads by example.
You know, you have to ensurethat you're setting the bar
high, you aspire to you give andsupport the organization as much
as any other team member.
Our pediatricians had mentionedthe other day just saying she
(08:03):
really appreciated that when atthe center, we had to go to both
face masks and face shields,that, that wasn't just something
that was done by thoseindividuals directly working
with the persons we serve thatwas from the top down.
And I wore it in our chiefoperating officer at the entire
executive team role model thatand said, this is the example
(08:25):
that you set, and this is theexpectation we have for the
organization.
I think that's a criticalcomponent is to lead by example.
The other aspect that I think isimportant is, and I know that
different companies approachthis differently, but from a
leadership perspective,recognize that leadership can
come from anywhere within anorganization.
(08:47):
You know, my, my generationtended to be a tenure based
leadership.
If you were there and yousurvive the organization
longest, you were allowed tolead.
And I think more creative,innovative organizations today
certainly respect loyalty to anorganization, but they also
believe very strongly that it'sbased on what you're willing,
(09:08):
willing to give and contributeto the organization.
And that everyone's voice shouldbe heard and people should be
empowered to act upon theirenvironment and make a change.
If we don't support that interms of our employees and their
ability to grow and understandthat impact their environment,
how do we empower them to ensurethat those we serve also have
(09:30):
the ability to act on and feelempowered within their
environment and make those kindsof systemic changes?
I think it builds upon itself asthose, we serve gain new skills,
they gain new confidence intheir abilities, are willing to
try new things.
The same rules apply veryeffectively to employees.
And as we have more confidencein their skills, they're more
(09:51):
willing to take on more rolesand responsibilities.
And, and Carlson is veryinvested as a value of the
organization in lifelonglearning and ensuring that we
provide opportunities toindividuals who want to make a
career of social services, orwant to make a career of Anne
Carlson, that they'll haveopportunities for that within
our organization.
(10:11):
And I'm sure that this is trueand in other businesses, well,
you know, how diverse should anorganization become in some
respects, as we've grown andadded, you know, our seven
locations in North Dakota, onein Minnesota, you know, we still
have aspirations to continuethat growth because there are so
many unmet needs, but the morediversity that you have adds to
(10:32):
your infrastructure and I'd addto, um, you know, the oversight
responsibilities and thingsbecome complicated.
Um, and yet when we've kind ofreflect back on, you know, how
we approach business as anorganization, just as diversity
has been our strength inrecognizing and building
abilities and talents of thosewe work with, it has also been a
(10:54):
strength of the diversity ofservices as an economic strength
to the work of Anne Carlson.
And I just think the sky's thelimit where you're just really
kind of getting off the groundin terms of where we want to
make major impacts as anorganization, we've been able to
connect with Microsoft.
We've been able to connect withApple, you know, look, to find
(11:16):
major innovators and creatorswho are able to look at where
technology can be a majorassistance for individuals who
might need that support to bemore independent.
And so we're, uh, excited.
Uh, my, uh, my mentor, EricMunson, previous chief executive
officer, you know, also saw thatpotential.
And he was the primary architectof our last 10 or 12 years of
(11:39):
growth.
You know, he just told me, Timnever take your foot off the
gas.
You know, we, as anorganization, have a
responsibility to address theseunmet needs.
We've got an incredibly loyalsupporter of donor base.
You've got team members from allacross the state and therefore
it's our responsibility toaddress and meet and exceed the
(12:00):
vision of doctrine and Carlsonand be the different makers that
we have, the capability of being
Jessi Woinarowicz (12:06):
Beautiful, Tim, with the disability
community, making out thelargest minority population in
the world, how can FargoMorehead become more of an
inclusive society to bettersupport and rally around our
community members who have adisability or a delay
Tim Eissinger (12:21):
Everyone's lives are so busy and hectic.
And we're pulled in so manydifferent directions that I
don't know that we always,unless we're directly associated
or know someone with adisability that we're taking the
time to listen to the disabilitycommunity and those advocates
that we have all across thestate, they have such powerful
(12:42):
voices and they know what can beof assistance for them
interacting with the world.
I was on a panel recently wherethey had the conversation about
advocacy and I was able to pullup or go back and find some of
the letters that Dr.
Ann Carlsen had wrote inaccessing the Capitol in
(13:04):
Bismarck.
And she gave them an earful.
She said, you know, we, wedeserve the respect, the
investment to ensure that allcitizens all across the state of
North Dakota can participate andmake a difference in our
government.
The nice thing about Dr.
Anne, she had the clout toensure that she was heard by the
governor.
(13:24):
And now I think our challengeis, is to make sure we maintain
that high level of advocacy sothat those voices don't get
drowned out by all the othernoise that's going on outside.
Jessi Woinarowicz (13:36):
You are also proficient in modern technology
where you have built your owncomputers and have produced
computer graphics andanimations, which have aired on
networks, such as history,channel discovery, health, and
PBS.
What made you step into buildingcomputers?
Tim Eissinger (13:51):
Here's kind of an lit in some ways.
And I think it's just kind of myown intellectual survival.
I really enjoyed my work in thehuman services, uh, and being a
difference maker for people.
I've had that inspiration sinceI was a child.
I'm second oldest of seven.
I had the responsibility andaccountability for my siblings
(14:12):
and I, it seems like that'sfollowed me for my entire
career, but I also understandthat working with people is the
infinite shades of gray.
And so my interest in computersis largely based on, it was
somewhat of a break in thatcomputers are binary.
They're zero in one, they'revery black and white.
I think for me, it provided somebalance to my life.
(14:33):
Okay.
This is the very ordered part ofwhat I do and build.
And you can still allowcreativity within that
environment.
And then the infinite shades ofgray that are part of human
services that are equally asrewarding and challenging.
Jessi Woinarowicz (14:48):
How much do you find that your background
and understanding the importanceproviding state of the art
technologies to your clients hasassisted Anne Carlsen in
general, along with, especiallyduring COVID 19, were so many
organizations and businesseswere behind the eight ball in
ensuring their communicationsystems or general processes or
not on modern technology.
Tim Eissinger (15:07):
That's a really good point, Jessi, though, I
think the component for AnneCarlsen and my own personal view
on it is that those types oftechnology initiatives are not
luxuries they're.
They tend to be necessities.
They push us out of our comfortzone to reinvent what we can do
as an organization.
And the difference that we canmake with the organization.
(15:30):
The other component that I thinkis been really effective for us
is our interest in publicprivate partnership.
Uh, we have an event coming upcalled an adaptive thumb in
which we'll be adapting toys orindividuals we serve that might
not be able to interact withthem normally.
So working with university ofgemstone and the students there,
(15:52):
we have an opportunity toconvert those, to switch based.
And, um, sensory-based thatopens up a whole new window for
both the children that arereceiving these toys and
inspires a new generation ofstudents to be difference makers
as well.
Um, again, the sky's the limitin terms of what can be
accomplished with those types ofpartnerships.
Jessi Woinarowicz (16:14):
And I want to segue a little bit to your early
beginnings.
You grew up on a dairy farm,which provided a strong
foundation on which you build acareer in the nonprofit sector.
Can you share a little bit moreabout your early years on what
those experiences taught you?
Tim Eissinger (16:27):
The elements of working at a dairy farm for
those that can relate to theexperience that is, I mean,
that's seven days a week.
There are no breaks, there areno vacations.
Those types of things are justnot a part of that kind of
lifestyle.
And they set the foundation forme.
Certainly my parents drove thevalues of initiative, hard work,
(16:47):
ensuring that you had honestyand integrity and always to
value family.
My brothers and sisters aregathered somewhat, but we're
really have close relationships.
Unfortunately I lost my dad tocancer just two weeks into my
role, starting with Ann Carlsen.
And, uh, but I know he certainlywould have been proud of the
(17:08):
accomplishments and how I'veworked to live out those values
being a part of Anne Carlson.
Yeah.
And I think they have, uh,certainly exceptionally well and
, uh, blessed with the familythat I have.
Jessi Woinarowicz (17:21):
What made you decide to go into counseling?
Tim Eissinger (17:23):
You know, uh, kind of a haphazard journey.
Unfortunately, I was one of thefirst in my family to go to
college and so went to MDSU.
My interest is wasn't helpingothers.
And so I elected to go intopsychology, which was, uh, was a
wonderful major.
I certainly enjoyed myself untilI graduated and was told that
(17:44):
you basically can't do anythingwith a psychology degree.
It afforded me that opportunityget into a social service
mission with a strong Christianministry to it.
You know, it, it just kind ofset the, uh, set the stage for,
uh, continued opportunities andgrowth across my entire journey
in this nearly 40 years thatI've been in the field know, I
(18:06):
don't know that I've ever beenin a position where I set a goal
of achieving a specific target.
Like, you know, someday I'mgoing to be head of this
particular organization.
I always tended to find myselfin a position where whatever
role I was in, I was going to dothe best I possibly could in
(18:28):
that role.
And I remember people tellingme, why do you do extra?
Why do you add more to this rolethan is asked of you?
You don't get paid anymore.
They don't recognize anymore ofwhat you do.
Why is that important?
And probably it was more luckthan anything, but I said, it's
definitely one thing that cannever be taken away from me is
(18:50):
the experience that I'm gainingwith each and every new
initiative.
I'm a part of.
And what I found in myleadership journey is that I
typically haven't said, I wantto be involved in this
particular leadershipopportunity, but I've been asked
Tim based on what youdemonstrated in this role.
I think you'd be a very nice fitin moving into this area.
(19:12):
I mean, I feel very blessed andfortunate in the opportunities
that have been presented to me,but it hasn't been with a real
major initiative on my part tosay, I need to be in that
particular role.
And I don't know that itnecessarily speaks to the values
that I bring.
I'm not someone who's interestedin staying in the spotlight or
having that type of attention.
(19:34):
The value that I feel in thecareer opportunities that I had,
the value comes from being ableto see others accomplish, to
build and recognize their ownstrengths in ways that help them
be successful.
That that component with it iswhen I worked with delinquent
adolescent, if I told them whatto do, oftentimes they were
(19:58):
successful.
But what they learned from thatparticular exercise is they
needed to have Tim icing heraround in order to be successful
because he would tell them whatto do the true value in being
what I consider myself as aservant leader is to, to lead
those people, to find their ownstrengths.
(20:19):
So rather than telling someonehow I think they should approach
a problem or how I would do it,I tend to ask questions, you
know, have you ever considered,what do you think would have
happened if, and put them in aposition where they come to
their own conclusions anddevelop their own internal
strengths and confidence intheir skillset.
(20:39):
And that I think from an, on anongoing basis, build strength
and capacity across yourorganization.
And then, you know, from there,I think that only makes an
organization stronger.
Thank you for sharing.
You're welcome.
Jessi Woinarowicz (20:56):
One of the focus areas of glaze and grit is
sharing that there's so many ofus that may not know if we're on
the right path in our journey,and it can be so easy to look
back at an area your time inyour life.
And in retrospect, see that itmade sense, but in the moment,
it can be challenging holdingthe position of CEO, which for
many as a pinnacle position,were you always confident in
(21:18):
your career path,
Tim Eissinger (21:20):
Certainly throughout the entire career,
there have been setbacks.
Absolutely.
There have been challenges.
Have there been questions?
You know, you, you doubt yourabilities, your doubt, the
direction you doubt the strategythat you've chosen.
And that is the blessing ofhaving talented people around
you to help ensure that you canvalidate those things and come
(21:41):
to conclusions.
You also had to give yourselfpermission to make mistakes,
always knowing that you have theability to learn from them and
recover the human services, kindof a different circumstance.
We have to be very careful, youknow, in a COVID 19 environment,
mistakes can be deadly.
And so I don't mean those typesof mistakes, but I do reference
(22:03):
your stretch goals.
You know, what if, if you weretrying to raise$2 million and
you went for three or, you know,for an individual that believes
they can get to a B grade levelin school and you say, let's go
for a minus.
Those are all, I think, acrucial part of our makeup and
(22:24):
then living true to the rolemodeling of Dr.
Ann Carlsen.
I mean, that's what she inspiredpeople to do.
Don't, don't dwell so much onthose things that you understand
you cannot change or can't makea difference in focus on what
you know, or understand whatcould be possible and give that
200% of your effort.
And even if you don't meet that100%, you will gain, you will
(22:48):
learn.
You will be able to take thatexperience into your next
challenge and will most surelybenefit from it.
Those are just examples to liveby.
Absolutely an amazing lady.
Jessi Woinarowicz (23:00):
Absolutely.
Tim, what is your finish line?
Tim Eissinger (23:04):
I don't know that there is a finish line.
I want to be part of making adifference.
Um, as long as I possibly canand that's not me being selfish
and wanting to focus on what Ican do, but what can I
contribute to what processes,what legacy, what aspect of what
the needs are in our currentenvironment and into our
(23:27):
short-term future?
Where is it that we can continueto have that effect as I've
gotten older?
It certainly as occurred to me,you know, this aspiration to
retire, but you know, it doesn'tmake sense to gain all of the
experience and the, andwherewithal and means by which
(23:48):
to effect change, and then juststep away from that.
For me, I'm actually excited ifonce retirement comes to move
into more of consulting, supportboard roles, et cetera, and
continue, I just don't see thatever stopping for me or the
members of my team.
That's just not in our DNA to,uh, to step away when probably
(24:10):
when many of us will be neededthe most definitely Tim, as we
wrap up our conversation, I dowant to ask how can people
become more involved and learnmore about Ian Carlson?
We certainly like to directpeople to our, uh, our website
and gain additional informationat anncarlsen.org.
(24:30):
We have information there aboutour new capital campaign and our
new building venture inJamestown.
That's going to revolutionizethe services that we provide
there and set us up for theforeseeable future.
We are available for a speakingengagement, if that would be an
interest for you in terms ofupcoming events and Carlson last
(24:53):
year did probably our bestperformance ever with giving
hearts day and, you know, justincredibly proud of the work of
quota, medical foundation andtheir leadership in making this
truly an amazing annualfundraising event, but would
certainly encourageparticipation from all across
the state of North Dakota,Minnesota.
We had donors from all acrossthe country last year and are
(25:16):
certainly looking to make thatanother fantastic event for Ann
Carlsen in 2021 as well.
So we'd love to have everyoneparticipate with us.
Jessi Woinarowicz (25:24):
Their day is February 11th, 2021.
Thank you so much for coming onand joining.
I absolutely enjoy listening toyou and inspired by your life
journey, all of your work andall that your team is doing to
support those in our community.
So thank you.
Tim Eissinger (25:45):
Well, thank you, Jessi.
I just appreciate you givingvoice to themes that are really
difference makers for thiscommunity.
So thank you for your work isvery much.
Jessi Woinarowicz (25:55):
Thank you.
Hey, thanks so much forlistening in today to learn more
about Tim Eiseinger and the AnneCarlsen center.
Check out our show notes atglazeandgritpodcast.com.
I also encourage you to stay inthe note with the Anne Carlsen
Center at annecarlsen.org.
And finally, if you enjoy thisepisode, please let us know by
(26:16):
subscribing rating and sharing.
Thanks again for listening.
I'm Jessi Woinarowicz.
Talk to you soon.
I'm not someone who's interested in staying in
the spotlight or having thattype of attention.
The value that I feel in thecareer opportunities that I had,
the value comes from being ableto see others accomplish, to
build and recognize their ownstrengths in ways that help them
be successful.
Jessi Woinarowicz (00:23):
Glaze and grit is a podcast where honest
and real conversations are frontand center.
A conversation where Fargo,Moorhead area, business owners,
thought leaders, advocates, andvisionaries share their lessons
learned and provide a freshperspective to better inform and
support you in your journey.
It's about sharing the realstory to inspire lead and
(00:45):
encourage.
All right here in my backyard ofFargo, North Dakota, it all
starts with a conversation andhonest one.
I'm Jessi Woinarowicz, and thisis Glaze and grit.
I had the unique pleasure ofconnecting with Tim Eissinger,
CEO for the Anne Carlson Center,a servant leader who oversees an
(01:09):
incredible impactfulorganization, whose mission is
to make the world a moreinclusive place where
independence is a gift to all ina world full of noise.
It was such a wonderfulopportunity to lean in and
learn.
My goal is I hope ourconversation leaves you
motivated to take action on howwe as a community can support
(01:30):
and lift up our fellow communitymembers with a disability.
Here's Tim Eissinger.
Good morning.
Hey, good morning.
How are you?
Tim Eissinger (01:42):
I'm doing good.
Jessi Woinarowicz (01:43):
Thank you so much for coming on and chatting
with me this morning.
Tim Eissinger (01:48):
Happy to do it.
Jessi Woinarowicz (01:49):
Well, are you ready to get started, Tim?
All right.
It sounds great to provide a bitof background for our listeners.
You are the chief executiveofficer with the Ann Carlson
center of position you've heldfor the past three years.
As the end Carlson center is anessential organization to our
community and it has made aprofound impact on so many
lives.
(02:10):
Can you share, what was yourmotivating factor to serve with
Anne Carlson?
Tim Eissinger (02:14):
Yeah, I appreciate the question, Jessi.
It's been an interesting journeyfor me, I guess across my
professional career and I feelso fortunate to have had the
opportunity to join Anne Carlsenin 2014 as their chief operating
officer.
And then in 2017 to move intothe CEO role, you know, having
spent 37 years in the field, youknow, and one of, one of the
(02:37):
organizations I've worked in wasa 30 year stint.
And of course, as I can see 60from a year, I know that that's
no longer the model that modernbusiness works within, but I
didn't know there was asignificant change in mission
for my previous employer.
And it was one which mentioned,was given second billing to
(02:58):
margin and it's been my entirecareer really focusing on the
ability to be a difference makerand to make the world a better
place.
And I really struggled at thattime, knowing that the, uh,
where was I going to fit?
I mean, I had spent 30 years inthat particular organization
wanting to make that difference.
(03:18):
And suddenly the mission pulledout from under me, where, where
would I land?
And it certainly took a littlebit of recruiting and effort to
get me out of my comfort zone,but, you know, it was really
quick to see with the inquiryfrom the end Carlson center, the
amazing scope of services theyoffered and the ideology that
(03:40):
Dr.
Ann Carlson had built into theinstitution was alive and well.
And that there were so manyopportunities available to every
team member at Anne Carlson tobe that difference maker that I,
uh, I made the jump, I havenever regretted a single second
of it and would do it again in aheartbeat.
Jessi Woinarowicz (03:59):
And that's so interesting to him.
You knew you had to make a leapor do something, but you still
struggled or wrestled a littlebit with stepping out of your
comfort zone.
Tim Eissinger (04:08):
You know, I, I think that's a modern day
challenge for leadership.
And especially if you know, ityou've spent the majority of
your career in one or twoindustries that you feel as if
you're locked in.
And I just think the currentoperating environment is such
that people have to be willingto take new risks, um, evaluate
new opportunities.
(04:29):
I know I liken it to and lookingat the many challenges that the
individuals we serve at the endCarlson, if I had a quarter of
those physical or intellectualchallenges, I mean, I, I can't
help, but feel like I'd betotally debilitated.
And yet the courage that hasshown by the families and the
individuals we serve to get upeach and every day and aspire to
(04:52):
not only improve themselves, butmake the world a better place to
work towards independence and bea contributing member of
society.
Well, we should all aspire tothat.
And it's just such an incredibleexample of courage.
They're truly living examplesfor all of us and certainly
function as my role models.
Jessi Woinarowicz (05:12):
Can you share more about the center's
namesake, Dr.
Ann Carlsen, along with theservices and support the team
provides?
Tim Eissinger (05:18):
Certainly, you know, Dr.
Ann was really kind of a legendin her own time.
She was recognized bypresidents.
Um, she is in the theaterRoosevelt Roughrider hall of
fame.
You know, there's just so manyaspects of celebrity.
And yet, you know, herbeginnings were very humble born
in 1915 and GrantsburgWisconsin.
(05:40):
I mean, there were significantchallenges.
I get the opportunity to greetall new employees that Ann
Carlsen is a part of our generalorientation.
And I get a chance to talk aboutDr.
Ann and her amazingaccomplishments in our life.
But I also spend a little bit oftime talking, Dr.
Ann's parents, Alfred and MarinCarlson.
(06:00):
And the reason I note that is,again, the, the opportunities
given to so many were directlyrelated with Dr.
Ann's birth, born with asignificant physical or
intellectual disability in 1915,the almost first response would
be, do we institutionalize thischild?
Or if we do raise her in our ownhome, do we put her in the
(06:23):
basement?
Do we put her in a back room,you know, nodding engaged and
the courage of Alfred and MarinCarlson to say, we don't care
what the social conventions ofthe day are.
Our opportunity here is to giveour daughter every possible
opportunity to succeed in ourchurch, our school, our
(06:44):
community, um, in, in our familyhome.
And they set the bar so high.
And I just tell our teams, weneed to each and every one of us
have the courage that Dr Anne'sparents have, because that will
to take on all the naysayers whodon't see possibilities or don't
see potential.
(07:04):
And given the opportunity toshowcase what Dr.
Ann accomplished in her life.
That's a living Testament totheir courage.
I said each and every one of ushas to demonstrate that same
courage as we, uh, move forwardin our work with, within
Carlsen.
Jessi Woinarowicz (07:21):
Okay.
And I know you've mentionedpreviously, that team member,
and you touched on it in here.
Team members are alwaysempowered and expected to do the
right thing at the end Carlsoncenter, and to be bold and
courageous and their thoughtsand actions as the CEO, how do
you empower your team members tobe bold, courageous, and
empowered to do the right thing?
Tim Eissinger (07:42):
I think it's really important to be not just
someone who leads by words, butwho leads by example.
You know, you have to ensurethat you're setting the bar
high, you aspire to you give andsupport the organization as much
as any other team member.
Our pediatricians had mentionedthe other day just saying she
(08:03):
really appreciated that when atthe center, we had to go to both
face masks and face shields,that, that wasn't just something
that was done by thoseindividuals directly working
with the persons we serve thatwas from the top down.
And I wore it in our chiefoperating officer at the entire
executive team role model thatand said, this is the example
(08:25):
that you set, and this is theexpectation we have for the
organization.
I think that's a criticalcomponent is to lead by example.
The other aspect that I think isimportant is, and I know that
different companies approachthis differently, but from a
leadership perspective,recognize that leadership can
come from anywhere within anorganization.
(08:47):
You know, my, my generationtended to be a tenure based
leadership.
If you were there and yousurvive the organization
longest, you were allowed tolead.
And I think more creative,innovative organizations today
certainly respect loyalty to anorganization, but they also
believe very strongly that it'sbased on what you're willing,
(09:08):
willing to give and contributeto the organization.
And that everyone's voice shouldbe heard and people should be
empowered to act upon theirenvironment and make a change.
If we don't support that interms of our employees and their
ability to grow and understandthat impact their environment,
how do we empower them to ensurethat those we serve also have
(09:30):
the ability to act on and feelempowered within their
environment and make those kindsof systemic changes?
I think it builds upon itself asthose, we serve gain new skills,
they gain new confidence intheir abilities, are willing to
try new things.
The same rules apply veryeffectively to employees.
And as we have more confidencein their skills, they're more
(09:51):
willing to take on more rolesand responsibilities.
And, and Carlson is veryinvested as a value of the
organization in lifelonglearning and ensuring that we
provide opportunities toindividuals who want to make a
career of social services, orwant to make a career of Anne
Carlson, that they'll haveopportunities for that within
our organization.
(10:11):
And I'm sure that this is trueand in other businesses, well,
you know, how diverse should anorganization become in some
respects, as we've grown andadded, you know, our seven
locations in North Dakota, onein Minnesota, you know, we still
have aspirations to continuethat growth because there are so
many unmet needs, but the morediversity that you have adds to
(10:32):
your infrastructure and I'd addto, um, you know, the oversight
responsibilities and thingsbecome complicated.
Um, and yet when we've kind ofreflect back on, you know, how
we approach business as anorganization, just as diversity
has been our strength inrecognizing and building
abilities and talents of thosewe work with, it has also been a
(10:54):
strength of the diversity ofservices as an economic strength
to the work of Anne Carlson.
And I just think the sky's thelimit where you're just really
kind of getting off the groundin terms of where we want to
make major impacts as anorganization, we've been able to
connect with Microsoft.
We've been able to connect withApple, you know, look, to find
(11:16):
major innovators and creatorswho are able to look at where
technology can be a majorassistance for individuals who
might need that support to bemore independent.
And so we're, uh, excited.
Uh, my, uh, my mentor, EricMunson, previous chief executive
officer, you know, also saw thatpotential.
And he was the primary architectof our last 10 or 12 years of
(11:39):
growth.
You know, he just told me, Timnever take your foot off the
gas.
You know, we, as anorganization, have a
responsibility to address theseunmet needs.
We've got an incredibly loyalsupporter of donor base.
You've got team members from allacross the state and therefore
it's our responsibility toaddress and meet and exceed the
(12:00):
vision of doctrine and Carlsonand be the different makers that
we have, the capability of being
Jessi Woinarowicz (12:06):
Beautiful, Tim, with the disability
community, making out thelargest minority population in
the world, how can FargoMorehead become more of an
inclusive society to bettersupport and rally around our
community members who have adisability or a delay
Tim Eissinger (12:21):
Everyone's lives are so busy and hectic.
And we're pulled in so manydifferent directions that I
don't know that we always,unless we're directly associated
or know someone with adisability that we're taking the
time to listen to the disabilitycommunity and those advocates
that we have all across thestate, they have such powerful
(12:42):
voices and they know what can beof assistance for them
interacting with the world.
I was on a panel recently wherethey had the conversation about
advocacy and I was able to pullup or go back and find some of
the letters that Dr.
Ann Carlsen had wrote inaccessing the Capitol in
(13:04):
Bismarck.
And she gave them an earful.
She said, you know, we, wedeserve the respect, the
investment to ensure that allcitizens all across the state of
North Dakota can participate andmake a difference in our
government.
The nice thing about Dr.
Anne, she had the clout toensure that she was heard by the
governor.
(13:24):
And now I think our challengeis, is to make sure we maintain
that high level of advocacy sothat those voices don't get
drowned out by all the othernoise that's going on outside.
Jessi Woinarowicz (13:36):
You are also proficient in modern technology
where you have built your owncomputers and have produced
computer graphics andanimations, which have aired on
networks, such as history,channel discovery, health, and
PBS.
What made you step into buildingcomputers?
Tim Eissinger (13:51):
Here's kind of an lit in some ways.
And I think it's just kind of myown intellectual survival.
I really enjoyed my work in thehuman services, uh, and being a
difference maker for people.
I've had that inspiration sinceI was a child.
I'm second oldest of seven.
I had the responsibility andaccountability for my siblings
(14:12):
and I, it seems like that'sfollowed me for my entire
career, but I also understandthat working with people is the
infinite shades of gray.
And so my interest in computersis largely based on, it was
somewhat of a break in thatcomputers are binary.
They're zero in one, they'revery black and white.
I think for me, it provided somebalance to my life.
(14:33):
Okay.
This is the very ordered part ofwhat I do and build.
And you can still allowcreativity within that
environment.
And then the infinite shades ofgray that are part of human
services that are equally asrewarding and challenging.
Jessi Woinarowicz (14:48):
How much do you find that your background
and understanding the importanceproviding state of the art
technologies to your clients hasassisted Anne Carlsen in
general, along with, especiallyduring COVID 19, were so many
organizations and businesseswere behind the eight ball in
ensuring their communicationsystems or general processes or
not on modern technology.
Tim Eissinger (15:07):
That's a really good point, Jessi, though, I
think the component for AnneCarlsen and my own personal view
on it is that those types oftechnology initiatives are not
luxuries they're.
They tend to be necessities.
They push us out of our comfortzone to reinvent what we can do
as an organization.
And the difference that we canmake with the organization.
(15:30):
The other component that I thinkis been really effective for us
is our interest in publicprivate partnership.
Uh, we have an event coming upcalled an adaptive thumb in
which we'll be adapting toys orindividuals we serve that might
not be able to interact withthem normally.
So working with university ofgemstone and the students there,
(15:52):
we have an opportunity toconvert those, to switch based.
And, um, sensory-based thatopens up a whole new window for
both the children that arereceiving these toys and
inspires a new generation ofstudents to be difference makers
as well.
Um, again, the sky's the limitin terms of what can be
accomplished with those types ofpartnerships.
Jessi Woinarowicz (16:14):
And I want to segue a little bit to your early
beginnings.
You grew up on a dairy farm,which provided a strong
foundation on which you build acareer in the nonprofit sector.
Can you share a little bit moreabout your early years on what
those experiences taught you?
Tim Eissinger (16:27):
The elements of working at a dairy farm for
those that can relate to theexperience that is, I mean,
that's seven days a week.
There are no breaks, there areno vacations.
Those types of things are justnot a part of that kind of
lifestyle.
And they set the foundation forme.
Certainly my parents drove thevalues of initiative, hard work,
(16:47):
ensuring that you had honestyand integrity and always to
value family.
My brothers and sisters aregathered somewhat, but we're
really have close relationships.
Unfortunately I lost my dad tocancer just two weeks into my
role, starting with Ann Carlsen.
And, uh, but I know he certainlywould have been proud of the
(17:08):
accomplishments and how I'veworked to live out those values
being a part of Anne Carlson.
Yeah.
And I think they have, uh,certainly exceptionally well and
, uh, blessed with the familythat I have.
Jessi Woinarowicz (17:21):
What made you decide to go into counseling?
Tim Eissinger (17:23):
You know, uh, kind of a haphazard journey.
Unfortunately, I was one of thefirst in my family to go to
college and so went to MDSU.
My interest is wasn't helpingothers.
And so I elected to go intopsychology, which was, uh, was a
wonderful major.
I certainly enjoyed myself untilI graduated and was told that
(17:44):
you basically can't do anythingwith a psychology degree.
It afforded me that opportunityget into a social service
mission with a strong Christianministry to it.
You know, it, it just kind ofset the, uh, set the stage for,
uh, continued opportunities andgrowth across my entire journey
in this nearly 40 years thatI've been in the field know, I
(18:06):
don't know that I've ever beenin a position where I set a goal
of achieving a specific target.
Like, you know, someday I'mgoing to be head of this
particular organization.
I always tended to find myselfin a position where whatever
role I was in, I was going to dothe best I possibly could in
(18:28):
that role.
And I remember people tellingme, why do you do extra?
Why do you add more to this rolethan is asked of you?
You don't get paid anymore.
They don't recognize anymore ofwhat you do.
Why is that important?
And probably it was more luckthan anything, but I said, it's
definitely one thing that cannever be taken away from me is
(18:50):
the experience that I'm gainingwith each and every new
initiative.
I'm a part of.
And what I found in myleadership journey is that I
typically haven't said, I wantto be involved in this
particular leadershipopportunity, but I've been asked
Tim based on what youdemonstrated in this role.
I think you'd be a very nice fitin moving into this area.
(19:12):
I mean, I feel very blessed andfortunate in the opportunities
that have been presented to me,but it hasn't been with a real
major initiative on my part tosay, I need to be in that
particular role.
And I don't know that itnecessarily speaks to the values
that I bring.
I'm not someone who's interestedin staying in the spotlight or
having that type of attention.
(19:34):
The value that I feel in thecareer opportunities that I had,
the value comes from being ableto see others accomplish, to
build and recognize their ownstrengths in ways that help them
be successful.
That that component with it iswhen I worked with delinquent
adolescent, if I told them whatto do, oftentimes they were
(19:58):
successful.
But what they learned from thatparticular exercise is they
needed to have Tim icing heraround in order to be successful
because he would tell them whatto do the true value in being
what I consider myself as aservant leader is to, to lead
those people, to find their ownstrengths.
(20:19):
So rather than telling someonehow I think they should approach
a problem or how I would do it,I tend to ask questions, you
know, have you ever considered,what do you think would have
happened if, and put them in aposition where they come to
their own conclusions anddevelop their own internal
strengths and confidence intheir skillset.
(20:39):
And that I think from an, on anongoing basis, build strength
and capacity across yourorganization.
And then, you know, from there,I think that only makes an
organization stronger.
Thank you for sharing.
You're welcome.
Jessi Woinarowicz (20:56):
One of the focus areas of glaze and grit is
sharing that there's so many ofus that may not know if we're on
the right path in our journey,and it can be so easy to look
back at an area your time inyour life.
And in retrospect, see that itmade sense, but in the moment,
it can be challenging holdingthe position of CEO, which for
many as a pinnacle position,were you always confident in
(21:18):
your career path,
Tim Eissinger (21:20):
Certainly throughout the entire career,
there have been setbacks.
Absolutely.
There have been challenges.
Have there been questions?
You know, you, you doubt yourabilities, your doubt, the
direction you doubt the strategythat you've chosen.
And that is the blessing ofhaving talented people around
you to help ensure that you canvalidate those things and come
(21:41):
to conclusions.
You also had to give yourselfpermission to make mistakes,
always knowing that you have theability to learn from them and
recover the human services, kindof a different circumstance.
We have to be very careful, youknow, in a COVID 19 environment,
mistakes can be deadly.
And so I don't mean those typesof mistakes, but I do reference
(22:03):
your stretch goals.
You know, what if, if you weretrying to raise$2 million and
you went for three or, you know,for an individual that believes
they can get to a B grade levelin school and you say, let's go
for a minus.
Those are all, I think, acrucial part of our makeup and
(22:24):
then living true to the rolemodeling of Dr.
Ann Carlsen.
I mean, that's what she inspiredpeople to do.
Don't, don't dwell so much onthose things that you understand
you cannot change or can't makea difference in focus on what
you know, or understand whatcould be possible and give that
200% of your effort.
And even if you don't meet that100%, you will gain, you will
(22:48):
learn.
You will be able to take thatexperience into your next
challenge and will most surelybenefit from it.
Those are just examples to liveby.
Absolutely an amazing lady.
Jessi Woinarowicz (23:00):
Absolutely.
Tim, what is your finish line?
Tim Eissinger (23:04):
I don't know that there is a finish line.
I want to be part of making adifference.
Um, as long as I possibly canand that's not me being selfish
and wanting to focus on what Ican do, but what can I
contribute to what processes,what legacy, what aspect of what
the needs are in our currentenvironment and into our
(23:27):
short-term future?
Where is it that we can continueto have that effect as I've
gotten older?
It certainly as occurred to me,you know, this aspiration to
retire, but you know, it doesn'tmake sense to gain all of the
experience and the, andwherewithal and means by which
(23:48):
to effect change, and then juststep away from that.
For me, I'm actually excited ifonce retirement comes to move
into more of consulting, supportboard roles, et cetera, and
continue, I just don't see thatever stopping for me or the
members of my team.
That's just not in our DNA to,uh, to step away when probably
(24:10):
when many of us will be neededthe most definitely Tim, as we
wrap up our conversation, I dowant to ask how can people
become more involved and learnmore about Ian Carlson?
We certainly like to directpeople to our, uh, our website
and gain additional informationat anncarlsen.org.
(24:30):
We have information there aboutour new capital campaign and our
new building venture inJamestown.
That's going to revolutionizethe services that we provide
there and set us up for theforeseeable future.
We are available for a speakingengagement, if that would be an
interest for you in terms ofupcoming events and Carlson last
(24:53):
year did probably our bestperformance ever with giving
hearts day and, you know, justincredibly proud of the work of
quota, medical foundation andtheir leadership in making this
truly an amazing annualfundraising event, but would
certainly encourageparticipation from all across
the state of North Dakota,Minnesota.
We had donors from all acrossthe country last year and are
(25:16):
certainly looking to make thatanother fantastic event for Ann
Carlsen in 2021 as well.
So we'd love to have everyoneparticipate with us.
Jessi Woinarowicz (25:24):
Their day is February 11th, 2021.
Thank you so much for coming onand joining.
I absolutely enjoy listening toyou and inspired by your life
journey, all of your work andall that your team is doing to
support those in our community.
So thank you.
Tim Eissinger (25:45):
Well, thank you, Jessi.
I just appreciate you givingvoice to themes that are really
difference makers for thiscommunity.
So thank you for your work isvery much.
Jessi Woinarowicz (25:55):
Thank you.
Hey, thanks so much forlistening in today to learn more
about Tim Eiseinger and the AnneCarlsen center.
Check out our show notes atglazeandgritpodcast.com.
I also encourage you to stay inthe note with the Anne Carlsen
Center at annecarlsen.org.
And finally, if you enjoy thisepisode, please let us know by
(26:16):
subscribing rating and sharing.
Thanks again for listening.
I'm Jessi Woinarowicz.
Talk to you soon.
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