When she founded Excellent Care Management, Deavra Daughtry ran the business out of the trunk of her car. Today, the organization is one of the nation's largest personal in-home care agencies, employing more than 1,200 people across the Greater Houston area. As her company grew, Deavra sought to develop her leadership skills—and help other leaders do the same. This passion led her to apply to our Owner/President Management (OPM) program. Recently, she shared how the program expanded her leadership capabilities and prepared her to address new organizational challenges.
Why did you decide to attend OPM?
My grandmother served everyone. She would give and give—and it made a huge imprint on my heart. Because of her example, I was interested in helping people from a young age. So, when it came to my career, I did things in reverse order. I didn’t get a business school education; rather, I started out in social work. Consequently, I had to learn the business processes and strategies as I went along.
OPM was appealing to me because it provided an opportunity to learn alongside like-minded leaders who experience business issues similar to my own. Hearing how my fellow participants resolve their challenges—at companies all over the world—was very valuable. Classroom learning is one thing. But being able to connect with peers for coaching and gain immediate access to experts in every type of business? Now, that's great.
What were your goals for OPM?
My personal leadership goal was to think larger and more globally—and expand my business as a result. I'm in a niche market, but thinking larger means considering other aspects of my business. OPM helped me to simultaneously expand my network and my mindset.
I left OPM with several new strategies related to products and global health care. For example, the elderly population currently doesn't have access to many essential services and products. Thanks to OPM, my team is implementing strategies aimed at better serving their needs.
How has OPM helped you encourage innovation across your organization?
I learned so much through OPM. But more importantly, I was able to share that knowledge with my staff and my children, who are co-owners in the business. It's all about mentoring. Every time I learn something or do something new, I am able to be a mentor to my team. At OPM, I experienced this firsthand, when more than 100 people who shine in their fields and who were willing to share their knowledge and unique perspectives mentored me.
Are you making any changes to your business model as a result of what you learned at OPM?
I wouldn’t use the word "change" as much as I would say "expand." OPM revealed new possibilities, opened new doors, and gave me new goals. I'm currently looking at adding products, making improvements, and developing a more global approach.
OPM showed me that growth is always possible when you have the right vision, framework, and support system. For me, that support system now includes the many brilliant people I met through OPM.
How have your leadership responsibilities changed over time?
As the company grows, I grow. To date, I’ve trained more than 10,000 employees. Because our team now has so many strong leaders, I'm able to focus more on networking, exploring new ideas, and being more creative. My team encouraged me to attend OPM so that I could develop the tools I needed to strengthen our business and operational strategies. I have a great leadership team. They challenge me and I challenge them.
How has OPM helped you meet your new leadership challenges?
At this stage, the company runs well. The challenge is to maintain the growth, expand in new directions, and manage expansion with smart business strategies that balance creativity with fiscal responsibility. OPM provided the tools I needed to do just that. Between the case studies and the interaction with business leaders—who serve as sounding boards and mentors—the program provided me with knowledge and skills, along with an incredible support system that I’ll rely on for years to come.