There is a story that runs quietly through the mental health field — and through purpose-driven organizations of every kind: that caring too much about money, growth, or business systems makes you less committed to the people you serve. That profit is the thing you reluctantly manage, not something you can build with intention. Dr. Elil Yuvarajan has spent over a decade proving that wrong. In this episode of Organizational Sherlocks, Dr. Elizabeth Fleming sits down with Dr. Yuvarajan — core faculty in the PsyD program in Counseling Psychology at Saint Mary's of Minnesota and founder and CEO of Stepping Stone Therapy — to explore what it actually takes to build a practice that is both profitable and purpose-driven. Dr. Yuvarajan lives this tension from two sides at once: he is training the next generation of clinicians in the classroom while running and growing an insurance-based private practice in the real world .This conversation is for anyone building or leading an organization where the mission and the bottom line are supposed to coexist — and where that balance never feels quite settled.

Topics Covered:

• Why purpose and profit are not opposing forces — and what it costs to treat them like they are

• The money stories clinicians (and people in helping professions broadly) carry — and how those stories quietly shape pricing, boundaries, and burnout

• What building a sustainable private practice actually looks like operationally: hiring, pricing, systems, and the decisions most practice owners avoid

• Ethical considerations in pricing and service delivery in mission-driven fields

• How to balance direct clinical work with the demands of running and growing an organization

• The rise of AI and value-based care — and what it means for the future of psychology and behavioral health

• What organizational leaders and HR professionals can learn from the mental health field about sustaining people without burning them out

S3, Ep.18 - Growth by Design: How a Car Salesman Turned CEO Cracked the Code on Performance Management

Episode Summary:Most organizations have a growth plan. Very few have a growth system, and that difference is everything. In this episode of Organizational Sherlocks, Elizabeth Fleming and Morgan Ashworth sit down with Stephen Moore, CEO of DualDash and author of Strike Zone: The Performance System Every Dealership Needs, to explore what it actually takes to build an organization that grows by design, not by chance.

Stephen's path is anything but typical: he started in retail automotive by answering a help wanted ad, worked his way through every role from test driver to sales manager, and eventually helped take a dealership from the bottom of the market to the top in a single year. That experience led to national consulting, and what he found everywhere was the same problem: everyone working hard, but no system working hard for them.

Together, they dig into the psychology behind why growth plans stall, why high-performing organizations run on systems rather than personalities, and how psychological safety, specifically Dr. Timothy Clark's four-stage model, is not just a culture conversation but a growth conversation. Stephen shares how structured coaching, real-time performance data, and genuine trust between managers and employees are the levers that actually move organizations forward.

Whether you're a first-time manager, an HR professional, an organizational development consultant, or a leader trying to scale a team, this episode offers a grounded, practical look at how to build the conditions that allow people - and organizations - to grow together.

Topics Covered:

• Why having a growth plan is not the same as having a growth system
• The shift from personality-driven performance to process-driven results
• Psychological safety and Dr. Timothy Clark's four stages: Belonging, Learner Safety, Contributor Safety, and Challenger Safety
• Why trust determines how fast an organization can grow
• The difference between an accountability problem and a clarity problem
• How structured 1:1 coaching turns performance data into real behavior change
• Building bench strength and developing people deliberately
• How AI is reshaping performance management without losing the human element

Sound Bites:

• "The gap isn't strategy, it's people."
• "Everyone was working hard. But there wasn't a system working hard for them."
• "Trust is the foundation of organizational growth. Organizations can only move as fast as trust allows."
• "Psychological safety isn't just a culture conversation, it's a growth conversation."
• "Bridging the gap between performance data and coaching."

Keywords:organizational growth, performance management, psychological safety, leadership, data-driven coaching, I/O psychology, organizational development, retail automotive, trust, team development, bench strength, DualDash, Strike Zone, Timothy Clark, Stephen Moore, manager coaching, HR, people operations, business psychology, growth systems, performance systems

When a capability gap appears in your organization, you have three levers to pull: Build the talent internally, Buy it through external hiring, or Borrow it through fractional or contract work. In Episode 17, hosts Morgan Ashworth (MSIOP, MLS) and Dr. Elizabeth Fleming (PsyD) take you inside the Build, Buy, and Borrow levers — what they are, when to use them, and what quietly goes wrong when organizations rely on instinct instead of strategy.

In this episode, you'll learn:

• Why hiring for "the role today" instead of the role in 18 months is one of the most expensive talent mistakes organizations make

• How structured interviews, open-ended questions, and value-based scorecards reduce bias and improve hiring decisions

• Why gut instinct — while valuable — is actually one of the weakest predictors of job performance (and what the research says to use instead)

• The real hidden costs of a bad external hire: cultural friction, disrupted internal candidates, extended ramp-up time, and downstream turnover

• When the Borrow lever (fractional, contract, temp) is the most strategic financial and operational choice — and what legal landmines to avoid

• The 3 diagnostic questions every leader, HR professional, and business owner should ask before making any talent decision

• Why workforce planning is not just an HR responsibility — it's a leadership imperative

• The Build, Buy, Borrow talent framework

• External hiring strategy and forecasting

• Pay transparency compliance by state

• Structured vs. unstructured interviews

• Person-job fit vs. person-organization fit

• Cognitive, personality, and motivational assessments as predictors of job performance

• Value-based interview structures and scorecards

• 90-day introductory period best practices

• The fractional and contract workforce economy

• Temp agencies and temp-to-hire models

• Seasonal workforce planning and demand forecasting

• Contractor misclassification risk (W2 vs. 1099)

• Succession planning and time horizon thinking

• Operational maturity applied to people strategy