When Bill Henricks joined AllHealth Network as CEO eight years ago, the behavioral healthcare organization was in a less-than-ideal place. Henricks was immediately confronted with the realities of high staff turnover and lagging revenue — but beneath the challenges, he noticed something that gave him hope.
“What I saw was tremendous potential — dedicated staff, a critical mission, and an opportunity to rebuild trust from the inside out,” Henricks said.
In the years since, Henricks and his team have taken those glimmers of potential and transformed them into a thriving organization. Today, AllHealth Network is not only financially sound, but it offers employees a safe, engaging and mission-oriented place to work.
The results are evident in AllHealth’s standard of care as well as the organization’s 2025 recognition as a Top Workplace — the seventh straight year that the organization has received the award.
Shaping a community-first culture
AllHealth’s secret? A focus on people.
AllHealth Network provides a broad spectrum of behavioral and addiction care resources, meaning its providers must build a high level of trust with the community to make a difference.
But Henricks and other leadership believe that making external communities feel seen and heard isn’t enough — that culture has to extend to AllHealth’s employees, who should feel engaged, valued and connected at work.
“We believe that when we care for our employees, they are better equipped to care for our community,” Henricks said. “The relationships we’ve developed — between teams, with leaders and across the organization — are rooted in mutual respect and a shared commitment to service. That alignment between mission and workplace culture is what drives our success and sustains our impact.”
While there are plenty of non-tangible efforts that go into creating a people-first workplace, AllHealth’s culture isn’t just about mantras or mission statements. The organization enforces its company culture with practical resources like mental health days, flexible working environments, and counseling and wellness services for employees.
“I have the flexibility and independence to do my job,” one employee said. “I feel supported and genuinely appreciated.”
When employees are cared for and have their needs met, they have “greater presence, patience, and purpose” in their clinical work, Henricks said.
Learning together
At AllHealth, supporting employees doesn’t stop at providing schedule flexibility and mental health resources. Henricks and his team also work to build a place where every employee can have their voice heard and grow.
AllHealth relies on LeaderFactor’s 4 Stages of Psychological Safety framework, a four-tier path to creating a workplace where everyone can take ownership of their work, share constructive thoughts and experiences without fear and ultimately, help build a more innovative organization.
Henricks credits the framework — and the steps AllHealth leadership takes to implement it — with helping AllHealth encourage open communication, listening, empathy and change.
AllHealth leadership also prioritizes transparency, a value that’s become increasingly important in the uncertain behavioral health industry. As the field changes, AllHealth employees aren’t left in the dark.
“In response to both the growing demand for our services and the increasing uncertainty within the behavioral health industry, we’ve made it a top priority to strengthen transparency and communication from our executive team,” Henricks said. “Leaders are engaging more frequently and more openly with staff through regular updates, town halls and listening sessions.”
Furthering growth
In the year since AllHealth Network last received the Top Workplace recognition, the organization has experienced significant growth, which is sustained by a hard-won cultural foundation.
In summer 2024, AllHealth merged with Harmony Recovery, an addiction and behavioral health treatment center that has served Coloradans for more than five decades. AllHealth recently expanded Harmony Recovery’s services to Medicaid patients, ensuring that the center’s essential resources are available to clients at any level of financial need.
AllHealth has also launched the Assessment Center, a hub for behavioral health professionals to intake and assess patients who are connected with the right resources for their personal health needs. Now, AllHealth is working to strengthen its crisis resources for rural Coloradans, ensuring that physical location never stands between a patient and life-saving behavioral healthcare.
Ultimately, each of these strategic growth initiatives is possible because of AllHealth’s dedication to being a people-first employer, a commitment that ensures employees can offer the highest level of care to all Coloradans and continue to expand AllHealth’s offerings.
“Employees are central to all of these efforts,” Henricks said. “From shaping program design to delivering care, advocating for clients and collaborating with community partners, our staff are the heart of our mission. Their compassion, innovation and commitment are what make growth possible and what ensure that our impact remains grounded in trust, equity and service.”
The news and editorial staffs of The Denver Post had no role in this post’s preparation.
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