Purpose-Led CEO Interview Series, Corinne Rusch-Drutz, CEO, Kensington Health Foundation

Meet Corinne Rusch-Drutz, CEO of the Foundation that supports Kensington Health. She oversees the fundraising and brand strategy for a network of medical, health and social services that serve diverse and complex needs of community care in Toronto.

Corinne is a strong and innovative leader who brings deep expertise in marketing and fundraising, advocacy and public policy. As a health-care leader, published author and award-winning educator, Corinne is a purpose-driven leader, making a meaningful impact in the non-profit, health care, and social service sectors.

What was your first job and what did you learn from it?

My first job was in a clothing store, where I had to lie about my age to get hired – I was 15! But my next part-time job came soon after at record stores, starting at ‘Cheapies’ and then moving to ‘Sam The Record Man’. Both were great retail outlets supporting a vibrant arts culture. It was fun working in a record store, giving me insight into people's deep love for music and art.

Working at such a young age made me realize that showing up to work, on-time, is the first step to leading a purpose-led life. Earning my own money made me feel responsible and independent. This financial independence not only enabled me to take care of myself but also helped me build trust with my family. They saw me as responsible, reliable and I didn’t need to ask for things I could buy myself.

The music industry gave me a broad sense of appreciation for music, arts, and culture. Personally, I believe that arts and culture play a pivotal role in providing solace to people during challenging times. Music serves as the soundtrack to everyone’s lives.

As you look back on your career, what were the pivotal moments that led you to your role today?

I've had moments that really changed my path in unexpected ways. Starting in academia, I earned a PhD in drama, critical theory, public policy, and communication. My dissertation was a quantitative analysis of women theatre practitioners in Canada. Despite years of research, my aspiration to secure a professorship with tenure didn't materialize - a pivotal career moment that initially felt like failure.

This was an important juncture as it forced me to rethink my path. I had two options: I could either stay in academia or explore job opportunities that made use of my research in practical ways. I chose the latter, and it entirely changed my perspective on my own capabilities. Although I had gone through a major disappointment in my career, I learned that once I saw myself as capable of more, I became more and that was a turning point.

I started working at YWCA Toronto as a Director of Advocacy and Communications. Transitioning from the academic to the not-for-profit world was extremely challenging. Charities are a business and they function at a much higher pace. Moreover, when you are working for frontline social service, the need is so urgent, it is incomparable to working in an academic context. I eventually moved to the national office after a year and was there for five years. This was a foundational period for me, not only in terms of understanding how non-profits can move the needle on public policy, galvanize action and create social change, but I developed a deep understanding of operations and the complexities of governance, particularly in a federated organization which supports local, regional and national governing bodies. Traveling and working nationwide provided me with valuable insights into the country. Toronto is not the centre of the world, as much as we might think. I certainly gained an understanding of the challenges in different regions, particularly the lack of resources and available services in the North.

From the YWCA, I joined Baycrest, an academic health science centre that provides a wide range of care for older adults. I intentionally wanted to join a prominent non-profit to enhance my skillset and build leadership capabilities. If you want to look for work for a Foundation in one of the largest non-profit organizations in Canada, healthcare is an obvious choice. Working at Baycrest was meaningful for me, as my great-grandmother lived for years in assisted living at Baycrest Terrace, their assisted living, where she led a vibrant and active life, dedicating her time to volunteering and nourishing fellow residents. She lived until she was just shy of 105 and Baycrest fostered her vibrancy, and created a genuine community on its campus. This was very inspiring to me. In this complex hospital setting, the foundation and the hospital had to work collaboratively to navigate complex issues, including funding and budgeting.

Then I was recruited to Art Gallery of Ontario (AGO) where I ran both development and marketing. Working at the AGO was an incredible learning experience. Everybody understood that as a business, we needed to get a million people through the doors in order to provide the programming we aspired to exhibit. That’s a real driver. The best part was witnessing the way a gallery can function as a community centre, and people’s love for art can move them because of this positive energy. Art can create community and galvanize us in that way.

In 2018, I moved back to healthcare in my first CEO role, leading the Kensington Health Foundation. I have always been purpose-driven and am fortunate enough to have only worked with organizations whose values align with my own. I firmly believe that if you work in leadership in a non-profit, you need to have the ability to ask for money. I am often surprised by Board Members, who hesitate to do so; if we don’t ask for money, we will fail in our purpose. People who work in a non-profit are usually driven by purpose and if you are cause-driven, at some point you will have to ask for money.

If you think back on leaders who inspired you in your career or leadership style, who were they and why were they inspiring?

I was truly inspired by two leaders in my career. The first was Heather McGregor, CEO of YWCA Toronto. Heather’s grace and impactful leadership style inspired me. When she walks into a room, she doesn’t need to announce herself as her work and actions speak for themselves. I learned from her the value of hiring based on potential, which was exactly how she brought me onto the team. It's not always about having the experience doing the kind of job a role demands, but the transferable skillset that someone has, and the impact they can make if given the right opportunity. Heather’s leadership was practical and influenced me to hire people with diverse experiences to create a dynamic team.

The second person was Matthew Teitelbaum, former director of AGO and now the director of the Museum of Fine Arts, Boston. Matthew was the boldest fundraiser I have ever worked with. His hunger and desire are what inspired me, and how he confidently asked at every opportunity. I learned from him that there are times when people have a need to give and if you’re top of mind and have an engaged relationship, then they will donate to your cause.

Both of these leaders inspired their teams to deliver their best work. I strongly believe in leading from where you are - you don’t need a title to lead.

What motivates you every day?

Being able to move the needle and to make a positive impact is truly special. Seeing the joy on people's faces when we’ve assisted their loved ones is a gift. Making care accessible. In the healthcare industry, where language can be an immediate barrier, helping people navigate and access care for their loved ones motivates and sustains me.

What is the purpose and vision of Kensington Health Foundation?

Our purpose is to redefine community care and provide a better quality of life for those in our community. Our objective is straightforward: to care for people and support them with accessible services. We know that the longer people can stay in their community, while remaining independent and healthy, the better it will be for them and the community.

How has being clear on your purpose and vision benefited you as a leader?

It’s very challenging to stay clear on one strategic purpose when you are a big organization like Kensington, because there are many choices to be made with regards to the areas we focus on and lots of funding challenges related to each. However, my job is not to make the overall strategic decisions for the health care side, but the Foundation. We encourage people to invest in Kensington, so that they help realize the positive impact of local and accessible care in the community.

One positive about the healthcare sector is that the vision is always clear. The problem lies in how to navigate towards that vision when there are so many complexities, many of which are presented by the external environment and are well beyond our control, like changing government policies due to the pandemic. It is incredibly challenging to hire staff and keep them motivated and encouraged when you can’t afford to pay at the same levels as the private sector. However, our focus on providing healthcare at the community level keeps our organization bound together.

What one piece of advice would you give other CEOs and leaders regarding leading with purpose?

My advice is to foster leadership at every level within your organization. In challenging times, when frustration mounts and the system seems resistant, seize the opportunity to let others lead and find solutions. Persistence and curiosity often yield great solutions. Ultimately, with a united team rallying around a solution, you can achieve your goals in a more meaningful manner.

What one question would you like to ask other purpose-led CEOs?

How do you keep your front-line staff engaged and motivated in the face of ongoing challenges in the non-profit, healthcare and retail/service sectors?

One question from the CEO we interviewed before you, Carolyn Stewart-Stockwell, CEO of Feed Ontario.

How do you build a strong culture of purpose and passion in this new hybrid or remote work environment?

I have to say that working in a virtual setting has been very good for my team. The foundation is a small, all-women team and we are mostly all mothers. Many of us are living the same challenges that we fundraise for: taking care of our children at home as well as aging parents or loved ones. There are many benefits for us to work from home and manage our time in a way that allows us to meet these multiple priorities. Likewise, if you have a team that is empowered and purpose-led, they are usually pretty good at balancing their time between work and family responsibilities. Work needs to get done but when there’s an issue, family comes first. Embracing this as an opportunity and working in a strategic and focused manner will lead to the best of both worlds. 

As a leader if you are engaged with your team and help them to stay focused on your purpose and priorities, you don’t need to be face-to-face all day every day to develop and maintain your culture and passion, because the work unites us all.

When I assumed leadership at Kensington Health Foundation, I decided to create the kind of culture I wanted to work in. One that acknowledged people’s personal lives. In my personal experience, some of the best workers I have ever had are women who’ve just come back from maternity leave. They don’t mess around and waste no discretionary time. They come back ready to go, and are immensely focused on their work and want to move forward. At the same time, they don’t waste a minute of the day because they want to get home to be with their kid. That, and the cost of not leaving work at 4:50 pm (for example) is too great – they have to get to the daycare centre on-time!