At the turn of the 20th century, the YMCA of the Pikes Peak Region was the largest Y in the U.S. west of the Mississippi River.
With that rich history of being on the frontier of expansion, CEO Boyd Williams and his team are keeping that spirit alive by setting a tone of continuous innovation for other community rec centers to follow.
It’s a mission that can be traced all the way from Williams changing the Y’s organizational structure after his arrival in 2011 to a current collaboration with a local school district to bring a new Y and high school to the community — the first partnership of its kind in Colorado.
“We’re cutting edge, and currently first in the country in offering several state-of-the-art fitness and wellness products,” said Williams. “We don’t settle. We find ways to be different and lead change. I get up every day challenging myself to lead our organization differently, better and more responsive to the ever-changing needs in our community.”
Making Waves
Williams arrived in Colorado Springs knowing the community was the right place for him and his family. With being one of the healthiest cities in one of the healthiest states in the U.S., he saw an opportunity to leverage his experience and utilize his skills in a way to help transform the operational efficacy and efficiency of the organization.
Just six months of listening and learning after his arrival, Williams moved the Y from a traditional, generalist organizational structure to a specialized structure through a product-line matrix realignment.
What this shift looks like within a YMCA is instead of the usual linear system where every branch has an executive director responsible for supervising all programs, specialists lead all the Y’s major product lines. These include membership, fitness, group exercise, aquatics, etc.
Williams first found success with this structure at the YMCA of Metropolitan Milwaukee where he oversaw membership for the association. Instead of reporting to their branch executives, all membership directors reported to Williams as the vice president of membership.
“We had a wonderful program,” said Williams. “Now, our association’s branch executives don’t have membership responsibility. It’s a dotted line relationship to their staff and their center. That product line rolls up to a senior leader who works with that entire association. What I found in Milwaukee was this really provided consistency. It ensured quality assistance and control. Everybody is moving in the right, strategic direction.”
Williams’ ability to breakthrough traditional walls was witnessed by Sally Glennon, the senior vice president of association advancement for the YMCA of the Pikes Peak Region, as far back as 2002 when she first worked with him in Wisconsin.
Through years of experience together, she said his willingness to lead change is what sets him apart as a leader.
“When I first met him, what stood out the most was his ability to break down silos within our organization,” said Glennon. “He told us we could ask him anything. For many of us, those words were very freeing. He lived up to his word and I finally had the ability to be myself and have the freedom to get creative in my role. I know I wasn’t the only person who felt that way.”
Family-First Mentality
While organizational structure provides prosperity for Y staff, Williams’ family-first mentality also creates a positive working environment.
For example, the Y’s first message to a new team member is if their children have a game or event, then leadership doesn’t want them to miss those opportunities.
“The Y is going to be there tomorrow,” said Williams. “So, if you got to take care of business and rearrange schedules, then I encourage them to not miss those types of events. We have an open vacation policy. If you need off, then ask off. We don’t care. If your job is getting done and you manage your goals, you’re never going to have a leader who says you can’t ask off here. They don’t abuse that either.”
One reason why that trust exists is because the Y extends it first to a new employee. Williams said if the Y is hiring someone new and the process went through all due diligences, then the company should trust them.
“Let’s trust them until they give us a reason not to,” added Williams. “They’re mature adults. We’re not going to manage them. At times you must manage, and that’s OK. I believe if you take care of your family, then you’ll take care of business. Our staff can become better leaders one day because of the things they learn here. We make sure our team members feel like the most important asset of our organization.”
Williams’ efforts to implement this culture haven’t gone unnoticed either. Glennon said while his vision has greatly impacted this community in many ways, what many don’t see is the side of Williams that truly looks after his team.
“If we have a team member who can’t afford needed medication, Boyd makes sure it’s covered,” said Glennon. “Or maybe a coworker is struggling with their health and needs to stop working — he will carry their insurance after they leave until new insurance can be arranged. He doesn’t share this with people, but when it comes to caring for his employees, no one does it better.”
Innovation In Action
Even with a new structure and culture in place, Williams insists being “on the cutting-edge” is realized through the actions of an organization.
That’s why nine years ago the YMCA of the Pikes Peak Region began one of the largest health care partnerships at the time with the Children’s Hospital of Colorado. The $3 million collaboration helped to open a medical office building in 2014, which lets the Y be one of the few in a seven-state area with such a facility.
Daren Girling, the vice president of operations and executive director of the Downtown YMCA branch, said the national YMCA organization has always been a leader in innovation, so it only makes sense the Pikes Peak Y also creates these kinds of partnerships.
“The latest and most innovative equipment, education, training and technology make our association the premier leader across the movement,” said Girling. “Innovation is encouraged throughout our association and rewarded. There are so many like providers out there, and we aim to set our association apart through relationships, top of the line service, and the newest and most creative ways to engage our members.”
Such recent inventive examples include the YMCA of the Pikes Peak Region being the only Y in the country utilizing TRAZER and Reaxing as partners.
TRAZER is a company providing technology that enhances and improves human performance at any age or physical capability. Data gathered from using TRAZER’s systems drives the Y’s personal training. Trainers can use workout data to work with an individual and see how much they’ve positively changed after one month.
Meanwhile, Reaxing benefits physical and mental wellness through the usage of neuro-reactive training equipment.
“It’s another way we meet the needs of our members in a different, cutting-edge way compared to traditional treadmills and ellipticals,” said Williams. “Reaxing’s treadmill not only goes up and down, but also goes sideways. For seniors, it gives them an experience they would find by walking outside. Data is already showing it’s improving balance issues.”
The Y is also piloting Vi Labs — an AI platform designed to maximize acquisition, enrollment, engagement and retention — and has hired its very own doctor of physical therapy. While still new to the Y, Williams said he can’t find any other YMCAs who employ their own physical therapists in-house.
According to Glennon, all these exciting, new initiatives are made possible thanks to a motivated leadership team who works well together and employees who carry out the mission.
“We’re a progressive, innovative, fast-paced and incredibly fun place to work at,” said Glennon. “What makes it the most special are the people. We abide by the saying, ‘Life’s purpose is to leave things behind better than they were when you encountered them.’ When we take the time to help our community, we help motivate others and make the world a better place.”
Part of Something Bigger
Williams credits the growth and success of his YMCA due to how his team approaches membership. It’s a method that will continue to power the organization for years to come.
When perspective members walk in, they hear the story of the Y. They get the full tour but they also receive a powerful, sit-down discussion.
“We close about 95% of our tours, and we should,” said Williams. “Part of it is asking them to be a part of something bigger than them selves by giving to our annual campaign. You just simply ask. It’s about our story and their story as well. In turn, over 30% of our members donate, which far exceeds the national average of below 5%. We’re a business, and we’re going to continue to grow and find ways to be financially solvent.”
Girling said Williams provides the team the necessary tools to be successful in this endeavor due to his “player’s coach” leadership style.
“He holds us accountable and allows for creativity and autonomy at the same time,” said Girling. “We know member satisfaction is paramount, and we need to show up every day with a dazzle-and-delight mentality. Boyd has always stressed the smartest people in the room aren’t necessarily the ones standing up doing the talking. The most innovative ideas often come from the ones with boots on the ground.”
After over 31 years in the community rec industry, Williams has taken lessons from a multitude of leaders to build his successful methods extending far beyond membership sales. Such lessons include what he learned as a teenager when his father passed away after serving 23 years in the United States Air Force.
“I learned at an early age life isn’t fair,” said Williams. “I realized I needed to find my path. Each experience along the way provided needed foundational bricks in my professional journey. It’s a privileged position to lead an organization such as a YMCA or a JCC. You got to work at it every day. How do we remain fresh, vibrant and full of energy on what we do? Let that question drive the culture of our organizations. Facilities will only be brick and dust 100 years from now. It’s the impact and interpersonal relationships our team members build and sustain which make a generational, cutting-edge impact on communities.”
