Purpose-Led CEO Interview Series, Mark Aston, Executive Director, Covenant House Toronto

We had the opportunity to meet with Mark Aston, the Executive Director of Covenant House Toronto, Canada's largest agency serving youth who are homeless, trafficked, or at risk. He is a passionate and highly respected leader, who has dedicated his career to taking action against poverty and homelessness.

Mark has spent more than 30 years in the not-for-profit sector, including in transformational leadership roles at Fred Victor, first as Executive Director and, later, as CEO. He also founded and leads the Toronto Alliance to End Homelessness, a volunteer organization comprised of 50 organizations - including Covenant House - focused on ending chronic homelessness in Toronto.

Mark brings a shared focus of respect, compassion and unconditional love to his work of supporting youth who are transforming their lives and exploring their potential.

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

In my first job, I worked for an aircraft maintenance company at Pearson International Airport in Toronto, where I was responsible for cleaning planes.

This experience taught me the values of hard work and collaboration with people of diverse personalities. The individual I reported to never hesitated to express his feedback if he wasn't satisfied with our work. This supervisor, who was strict but fair, taught me valuable lessons about knowing when to function effectively as part of a team. This first job instilled in me two essential work ethics: the importance of hard work and punctuality.

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

My now 30+ years journey in the not-for-profit sector began as a service worker at Tobias House (now Vibrant Healthcare Alliance), which helps support and empower people with disabilities to live independently. A year later, a managerial position opened up, and I took a chance by applying, eventually landing the role. This marked a turning point in my career, involving significant risk as I stepped into a managerial position in a sector where I lacked experience. Suddenly, I had 30 staff members reporting to me. Through this experience, I discovered that honesty and transparency foster trust among colleagues. Everyone makes mistakes, but being accountable is crucial and leads to forgiveness. I firmly believe that consistency in words and deeds, along with integrity, is very important. If people trust you, anything is possible.

Later, I joined Fred Victor, and in 2018, I become the CEO of the organization. I undertook substantial capital projects, including organizational amalgamations. Once again, I stepped out of my comfort zone, embracing the risk for transformative outcomes. It was a great learning experience.

Joining Covenant House Toronto as the Executive Director in 2019 was a pivotal moment for me. Despite having experience as a CEO, I saw an opportunity to learn and face new challenges in a youth organization. Learning about a whole new environment and new imperatives was a challenge for me. In fact, during the interview process, one of the interviewers noted that my move might not be the most intuitive one. However, I was drawn to the idea of working with young people because it presented a unique and different experience.

Covenant House heavily relies on community support, with approximately 80% of revenue coming from private sources - quite the opposite of my previous organization. Navigating through this change also required taking considerable risks. The last four years have indeed taught me a lot.

Throughout my career, the recurring theme has been my willingness to embrace change and take personal risks. I am always prepared to embrace risk and opportunity. I like to be challenged and I see challenges as valuable learning opportunities.

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

Two remarkable leaders come to mind. One from my past and the other from my present.

The first was the late Peggy Birnberg, a well-respected figure in the not-for-profit realm who managed one of Toronto's largest supportive housing organizations Houselink Community Homes. Her leadership style left a lasting impact on me. Peggy had a way of making everyone feel appreciated and valued in her presence. Her approach was both action-oriented and strategically sound, showcasing comprehensive leadership qualities. 

The second person, who I met in 2023, is Virginia “Ginger” Pryor, based in the U.S., who undertook challenging roles to reform child protection and welfare. Currently serving as the Chief Strategic Officer to Covenant House International, Ginger's authenticity and grounded nature make her a compelling leader. She taught me a crucial lesson – in the not-for-profit sector, it's essential to not separate yourself from the work you do; instead, you find a balance between the two.

What motivates you every day?

My motivation comes from both the little wins, and the big wins. For example, seeing a project gradually find its direction is a source of motivation for me. Learning about a positive outcome for a young person is very motivating or receiving a creative idea from an employee to enhance a program is satisfying as well. It is also incredibly gratifying when you realize a long-term goal as a team.

The energy of youth – and both staff and volunteers – is also highly motivating. When I walk around Covenant House and observe what's happening, it's like an automatic lift. I encounter people who are happy with what they're doing and are fully engaged in their work. I also come across young individuals with incredible potential and fresh ideas. It's a highly uplifting environment. Let's not claim perfection; no, we're not that. However, overall, it's a very cohesive, energetic, and positive organization, and that lifts me up.

I've never woken up in the morning and not wanted to go to work. Not once. Part of the reason is this place; you can definitely feel that positive vibe and energy when you walk through the door and interact with everyone here. I thoroughly enjoy the nature of my work and seldom find reasons to complain about it.

What is the purpose and vision of Covenant House Toronto?

Covenant House is dedicated to helping youth ignite their potential and reclaim their lives. As Canada's largest agency serving youth, who are homeless, trafficked, or at risk, we provide a comprehensive range of 24/7 services, reaching hundreds of young people every day. Our doors are open 24/7welcoming those young individuals in need.

Our mission is to treat every young person who walks through our doors with unconditional love and absolute respect. These words set a high bar and standard for our organization.

The vision involves transformative work to help young individuals realize their plans, goals, and dreams. We are here to support them in achieving these aspirations, assisting them in building a life filled with wellness and opportunity. This commitment is truly motivating, creating an environment where the energy feeds on itself. Even on tough days, the team's resilience and support become evident, uplifting each other.

It's not just about how we treat youth; these values extend to everyone who enters our doors - staff, volunteers, and each other. This commitment sets a high standard for the way we interact and support one another.

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

There's a genuine resonance with the mission, especially in terms of understanding and clarity among staff at Covenant House Toronto. This extends to volunteers, and our fund development staff excels in explaining it to donors, ensuring clarity on all fronts. If there is dissonance among staff and donors regarding the mission, it can be very difficult to move an organization ahead.

This clarity serves as a solid foundation, facilitating alignment on strategy, operations, and decision-making aspects. It becomes a guiding North Star for the organization. The strength of Covenant House's brand, coupled with a clear purpose and vision, has played a pivotal role in recruiting and retaining individuals, even during challenging times like the pandemic. While there have been some struggles, the broader understanding of Covenant House's work has been instrumental in attracting individuals who believe in the mission.

Moreover, the cohesiveness within our organization has resulted in positive brand development, contributing to increased funding and attracting support from the right sources.

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

Humbly delivered, drop the jargon, and speak to what is meaningful to people - speak to their hearts, speak to why they got into this work in the first place, what motivates them, and provide an environment where passion and energy can be unleashed. As CEOs, we often over-complicate things, but my advice is to eliminate unnecessary complexity and communicate in a language that is clear, understandable, and relatable.

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

How do you build a culture of philanthropy and advancement of mission where everyone understands the role to play in engaging community support?

One question from the CEO we interviewed before you, Corinne Rusch-Drutz, PhD, CEO of the Foundation that supports Kensington Health.

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?

I believe that leaders can foster a positive and motivated workforce by taking the time to truly see their staff as individuals and showing genuine interest in their thoughts and opinions.

At Covenant House, our frontline staff deal with very tough issues on a daily basis, and they really care about the wellbeing of every youth that comes through our doors. This can take a toll. Staff members feel engaged and motivated when they are recognized as whole individuals, bringing their personal experiences to work.

Our leadership shows genuine interest in each staff member, and we want to know their thoughts and opinions about how things are going for them at work. It’s also about acknowledging challenges like burnout and the importance of self-care and providing resources for staff to help them navigate all of this.

Creating a culture of community at work so that staff have one another’s backs and are collaborative and solutions-focused can also make a big difference.