Larry Richardson has spent over three decades leading the YMCA of the Roses with heart, humility, and unwavering purpose. As he prepares for retirement, he reflects on the challenges, triumphs, and faith-driven principles that shaped his journey. In this conversation, Larry shares timeless leadership wisdom and encouragement for anyone called to serve.
Episode Transcript
Nicholas Paulukow
Welcome to the Servant Leader’s Library podcast, where we explore what it truly means to lead with purpose, humility, and impact. I’m your host, Nicholas Paulukow, CEO of ONE 2 ONE Incorporated, a managed IT and security firm dedicated to helping organizations grow through the power of people, process, and technology. Each episode, we sit down with leaders who embody the servant leadership mindset—leaders who know that when you put people first, the results follow.
Today, I’m honored to welcome a true servant leader whose legacy speaks for itself: Larry Richardson, President and CEO of the YMCA of the Roses. For the last 31 years, Larry has led with heart, vision, and a deep commitment to community. In addition to his role at the Y, he also serves as President of the Y’s Community Development Corporation—the YMCA’s community development arm—which continues to make a lasting impact on the lives of so many.
As Larry prepares for a well-earned retirement in July, we’re taking a moment to reflect on his incredible journey: what he’s learned, what he’s built, and the leadership principles that have guided him through decades of service. From navigating challenges to creating transformative opportunities for youth, families, and communities, Larry’s story is one of resilience, purpose, and unwavering dedication. Whether you’re a nonprofit leader, a business owner, or someone striving to lead with intention, this conversation is full of insight and inspiration.
So, we’ll dive in now. Larry, thank you for joining us. How are you doing today?
We help leadership teams build more resilient IT foundations. Curious what that looks like?
Larry Richardson
Doing great, thank you. It’s finally sunny out, so I’m doing wonderful.
Nicholas Paulukow
You’re absolutely right. Could you give the audience a little background—what drew you to the mission of the YMCA so many years ago?
Larry Richardson
Yeah, sure, and thanks again for having me today. I don’t want to sound trite, but as a person of faith, I think I was called to the mission more than I was driven to it. I was just very fortunate that it aligned with my own worldview—my own biblical worldview—and how I could be used in certain ways, whether it’s in service to a community or through providing products or services. I was just very fortunate.
I never set out to be a YMCA CEO for 38 years. That was not my intention—it was never on my radar. But it’s funny how God works.
I think I was called to the work. It was just a great marriage—I leaned into that plan. And now I look back and just say, wow, it seemed like it was long ago.
I mean, I look at pictures from when I first started and I look like a child. But it went by fast. Again, I think I was called to this. And now, I mean, we’ll probably talk about it—I don’t think I’m being called away from it. I think I’m being called to something else. I’m still trying to figure that out.
But I would say I was called to this work, and I’m very fortunate and blessed to have done so.
Nicholas Paulukow
God works in funny ways, doesn’t He? We look to go one path, and He pulls us into another.
What a blessing that He brought your talents and treasures to the community. We really appreciate that.
What was that pull? We talk a lot about faith on the podcast. What was the spark that guided you to it? Because many times we feel called to something—but you took action.
Larry Richardson
Yeah, I think it was kind of an odd situation. I was a professor in the state university system and coached college football. We had a change of head coaches, and I stayed on for one more year.
Then I took a head high school coaching job in another community while finishing my PhD. That community asked if I’d be interested in being a YMCA director. They had recently lost theirs.
I had grown up in the Y as a kid in Williamsport, Pennsylvania. I was in the Boys Club at the time. As a young child, I went there to play pool. I came from a single-parent home—so I swam, bowled, played basketball… everything at the YMCA.
And I said, “This would be awesome.” It’d be like going back to my childhood—just hanging out, lifting weights, playing basketball. Of course, I got there the first day and was in charge of making payroll and paying bills. I had no idea what I was doing.
Some would say 38 years later, I still don’t know what I’m doing.
But I got into the work, and I started to enjoy it. Again, it was never something I set my sights on. And over those first four years, while I was still a head high school coach, my wife and I prayed about it. We asked: Should we stay in this as a potential vocation and career? Or should I finish my PhD and go that path?
So, over those four years, it was kind of a slow burn. Eventually, I couldn’t do both. I couldn’t coach high school football and be a YMCA director and give 100% to both.
So we decided to lean into the YMCA profession.
I stayed at that YMCA for two more years—from 1988 to 1994. Then the national Y called. The New York YMCA at the time was struggling, and we had turned our local Y around. So I became this turnaround person. I enjoyed the challenge.
Again, I didn’t really know what I was doing—but maybe that was for the best. I had no background in it. I just did what felt right, through research and leaning on wise counsel from others who were pouring into me.
Then I came here in 1994. And over the past 31 years, we’ve had other opportunities to move on—to bigger Ys, bigger cities, bigger budgets, bigger problems. But for one reason or another, in the Lord’s plan, we always stayed here.
In 2001, we merged with and acquired the Lancaster Family YMCA and renamed ourselves the YMCA of the Roses. It’s just been a wonderful experience.
A lot of times, for me anyway, I have to look back to understand the plan. I know the analogy is that the rearview mirror is a lot smaller than the windshield—but sometimes you have to glance back and say, “Oh, now I get what was going on there.”
The older I get, the more I see the truth in that—especially the biblical truth in Psalms and Proverbs, about the wisdom that comes with age.
So yeah, I’d say the beginning was a slow burn. But eventually it became clear. And we’ve just been so blessed to be part of this community for the last 31 years, here in York and now Lancaster too.
Nicholas Paulukow
Wow—what an amazing story. You can hear the passion behind it. It’s pretty incredible.
You’re bringing memories back for me. As a young boy, I grew up in the church—we had a bowling alley under the church, pool tables, everything. Then we went to the Y for swimming lessons and youth activities.
But it feels like things have changed, right? I still feel pretty young, but my kids remind me I sound old when I say things were simpler back then.
Larry Richardson
They were. And hopefully, we’ll get back to some of that. The Y has been around in York and Lancaster for 170 years—it’s been a long time.
Nicholas Paulukow
What a blessing. I appreciate you sharing the faith component too. That really shapes who we are. It gives us a guiding light.
Letting go can be the hard part—but it sounds like you’ve practiced that pretty well.
So, thank you for that.
As someone who served as President and CEO of the Y for so long, talk to us about that transition—from being a coach to becoming a servant leader. I imagine it was quite different. Now you’re serving the people, the community, but also managing finances and operations.
Can you walk us through how you made that shift?
Larry Richardson
Yeah, it’s interesting. I even have something on my wall here. When I first transitioned from coaching to CEO work, I missed being called “Coach.” I was always Coach Richardson—Coach, Coach, Coach.
Then I came to the Y, and suddenly I wasn’t “Coach” anymore. I shared that with my staff, and they started calling me Coach again at work. They even made me a certificate that says “Coach” on it, with everyone’s signatures.
So I still see myself as a head coach. I have assistant coaches—my senior team. I have players—our team—who are preparing to deliver programs, services, and mission in the community.
We scout our community to see where the needs are. We strategize. It really hasn’t changed that much from coaching.
The big difference? In coaching, we prepared all week for a game on Friday night or Saturday. Now, every single day is game day.
Every minute, every hour.
We’re open 24/7, 365. We have a homeless men’s shelter at our York branch with 120 residents. We have 100 affordable housing apartments through our community development arm. In Lancaster, we run a low-barrier shelter from 7 p.m. to 7 a.m.
We never shut down. Not even on Christmas or Easter. So every day has to be game day.
And that’s the difference: the pace, the stakes, and the consistency required. But my approach is the same—I coach my team, counsel, mentor, give them freedom and responsibility, and they do the same for their teams.
I’m a 2 Timothy 2:2 guy: teach others who can teach others. That’s what we try to build here.
We have over 500 employees and serve over 60,000 people annually.
That’s a lot of lives—and a lot of impact.
Nicholas Paulukow
What a blessing that is—being embedded in the community while continuing to expand services. A lot of nonprofits have hit hard times, but you’ve kept pushing the mission forward. That’s an incredible story.
Larry Richardson
Sorry about the sneeze there.
Nicholas Paulukow
No worries at all!
You mentioned earlier that there’s been a lot of change. What have been the biggest shifts you’ve seen or witnessed? And how did you navigate those as a leader over the years?
Larry Richardson
Yeah, that’s a question I’ve been asked a lot lately, especially since I announced my retirement. In conversations like this, or even casual ones.
The first thing I always say is that all leadership is temporary. It times out for everybody—no matter who you are. So I think I came to that realization early on: I was charged with being a good steward of the organization’s assets and its mission, and that period of stewardship would eventually end.
So I’d occasionally reflect on what I wanted that ending to look like. That helped keep things in perspective.
There have certainly been major changes—in our field and in our culture. Whether you look at the economy, national politics, local needs, the pandemic—it’s all had an effect. I’ve been in YMCA leadership since 1988, and a lot has changed over that time.
I remember during COVID, when everything felt so uncertain, I reminded my staff: “Hey, we’ve been through a pandemic before.”
And they’d say, “What do you mean?”
I’d say, “Look at 1918—the Spanish Flu. The YMCA was there. The YMCA got through that pandemic. We’ll get through this one, too. It’ll look different, but we’ll get through.”
Culturally, there have been big shifts. When I started, leadership in the YMCA was predominantly male. Now, more than half of our workforce is women—especially in childcare and family programming. That’s a good thing.
The makeup of who we serve has changed, too. Years ago, the YMCA was the largest provider of affordable housing in the country—YMCA buildings operated as residences and hotels. Many Ys got out of that work. We stayed in it.
Now, as affordable housing and homelessness become bigger issues—especially in places like York, Lancaster, Reading, and Harrisburg—many YMCAs are trying to get back into that work. But they lack the credentialing, infrastructure, or experience to do it well.
Fortunately, we’ve stayed engaged in that space. So we’re able to contribute meaningfully to a huge community need. We’re just putting our shoulder to the wheel alongside other great organizations doing that work.
Nicholas Paulukow
That’s powerful.
Larry Richardson
Programmatically, things have changed. Even spiritually, the YMCA has shifted. We’re still a Christian-based organization—but the way we administer that mission has changed.
In its early days—and even through WWII—the Y was very evangelical. Now, we’re more ecumenical in how we approach things. In some places, sadly, you wouldn’t even know a Y is a Christian-based organization.
Every YMCA signs a national charter that says it’s a Christian mission organization. But in some cities, you’d never know that from how they operate.
Now, we don’t pretend to get it all right either. But we do try to lean into our Christian mission. We have a Christian Emphasis Committee. We partner with churches. We have chaplaincy services, Bible studies, and we run a Good Friday breakfast in Lancaster that draws hundreds of people.
Again, none of that makes us perfect—but it’s part of who we are, and we’re open about that.
We were the founders of swim lessons. Now, other organizations and communities are doing that too. So, we’ve had to adapt. And I think it’s pretty remarkable that the Y has stayed relevant for 170+ years.
It’s dynamic. It’s pivoted without abandoning its roots. And that’s what I’ve always admired—serving the community in the way it needs most, while staying grounded in our values.
Nicholas Paulukow
That’s really neat—hearing how that mission continues, even as the form evolves. The Y is almost like a universal church in that way—you can walk into a YMCA anywhere and know the spirit and community are there, even if the building looks different.
That’s pretty special. And your passion really comes through.
I’m sure you have a ton of stories—but is there one that sticks out, one that really shows the impact of the Y from a leadership standpoint? Something that illustrates how you’ve helped build leaders, especially as things have changed?
Larry Richardson
I don’t know if I can narrow it down to just one story—but maybe one that’s freshest in my mind.
During COVID, we saw this happen in real time. The Lancaster Y had been closed for a while, and York was able to reopen in June. By September 1st, Lancaster was still closed, and they asked us to come in and consult.
So my HR director and I drove over to Lancaster and started calling former staff. And in less than two weeks—by September 14th—we reopened the Lancaster Y. We hired about 100 people in just 9 days.
That kind of rapid response only happens when there’s a strong culture and connection to the mission. The folks in Lancaster believed in what the Y stood for. Even after months of being laid off, when we called, they came back. Quickly. Willingly.
And what’s really amazing? Many of those staff members are still there today.
To me, that speaks volumes about leadership—not just mine, but the collective leadership of our team. We work hard to build a culture where people feel like they’re part of something that matters. Where they feel like they belong and are making a difference.
We’ve had people retire here after 30+ years. I’ve got several staff members who’ve been here longer than I have. That kind of longevity—when done right—isn’t a sign of stagnation. It’s a sign of commitment, of belief, of impact.
Not everyone aspires to be a CEO, and not everyone should be. But every role matters. From the high school student lifeguarding on weekends to the custodians who keep our facilities safe and clean—they are the hands and feet of our mission.
So I try to be present. I try to stop and say thank you. If I see someone I don’t know, I introduce myself. Not because “I’m the CEO,” but because I want them to know they matter.
We have a phrase we use internally—“Living Our Cause.” Everyone carries a little card with them that outlines our core values: we want to be welcoming and nurturing, and we want to deliver services based on faith, hope, and love. That applies to everyone.
We’re going to love God and love others—regardless of their background or beliefs. That’s who we are. And it’s that culture, I think, that keeps people here and keeps them invested.
Nicholas Paulukow
I love that. And honestly, that reminds me of something personal. My youngest son—he just finished his freshman year in college—he’s a member at the Y in Lancaster.
What’s amazing is the culture there seems to filter all the way down to the members. When he first started going, there was this gentleman in his 60s who kind of took him under his wing. A mentorship formed just from showing up and lifting weights.
My son talks about that guy all the time. He’s impacted his life—not just physically, but mentally, emotionally. And that, to me, is the Y’s mission at work.
Larry Richardson
That right there—that’s the measure of success.
We have all the reports and budgets and data and outcomes. But what you just shared? That’s it. That’s the Y at its best.
We’re all about relationships. That’s what makes it a community. And when it becomes multigenerational like that? That’s incredibly special.
Nicholas Paulukow
And it kind of brings the whole conversation full circle—right back to where you started. The mentorship, the sense of belonging, the intergenerational connection.
It’s amazing.
Larry Richardson
That’s what’s cool about the Y—it’s multigenerational. We start serving kids at six weeks old in our infant care. And we have folks in their 90s still showing up daily.
There’s a woman here in York who lives just two blocks from the downtown branch. She walks here every day—she’s in her 90s—and lifts weights in our wellness center. She’s my idol.
We recently recognized her on our social media because she’s so inspiring. Sometimes she’d walk several blocks with her walker, park it in the wellness center, and then go lift weights.
And I just think—by the grace of God, I hope I can do that at 92.
Nicholas Paulukow
You’re bringing back memories. I was one of those kids learning to swim with my mom and dad at the Y. And now my kids have gone through that same process.
And let’s be honest—sometimes the Y gave us a sanity break, right? There weren’t many other places where you could drop the kids off for a bit and get some time to recharge.
Larry Richardson
Exactly. The only other place like that was Sunday morning church—put the kid in the nursery and catch your breath!
Nicholas Paulukow
I love it.
Now, you’re known for putting people first. What advice would you give to leaders who want to create a people-centered organization—especially in mission-driven work?
A lot of for-profit companies have mission statements, but it’s harder to live them. How do you really lead with people at the core?
Larry Richardson
I don’t know if it’s personality, character, or how God wired me—but I’ve always liked being around people.
In this job, being present is a critical piece. You need to be present during the good times and the bad. Even when it’s inconvenient—show up.
I don’t like staying in my office. I work out in all our YMCAs—mainly here in York since that’s where my office is—but I’m out among members, not with a sign that says “I’m the CEO.” I’m just another guy lifting weights and talking with people.
If I see someone struggling with a machine, I’ll offer a tip. Not because I’m the boss, but because I care.
Some of my closest friends at work are our custodial and maintenance staff. I sit in their break rooms. I have lunch with them. I spend time with them.
Self-awareness is key. Know who you are—your strengths and your weaknesses. And be authentic.
I don’t have all the answers. But I’m going to be present. I’m going to lead with empathy and transparency. I’m going to communicate with clarity. And I’ll be available.
Yes, those are leadership buzzwords—John Maxwell probably wrote about them all. But they’re real. And they take time to put into practice.
I do a lot of mentoring, especially with young nonprofit leaders in York. And I always tell them—if you want to lead well, start with humility, self-awareness, and authenticity. And be available.
Nicholas Paulukow
It sounds like humility plays a huge role for you. That really comes through.
Larry Richardson
Absolutely. Humility is huge.
Nicholas Paulukow
You’ve mentioned passion and entering this next phase. You’ve done this for a long time and seen so much—how do you identify a good leader? What attributes do you think make someone a great leader?
Larry Richardson
I’ve been influenced by a lot of reading. I’ve got a minor in history, and living in York, I spend a lot of time in Gettysburg. I study Civil War leadership a lot.
I think leadership is best expressed in times of crisis.
One image that always sticks with me is the regimental flag bearer. In Civil War battles, those soldiers were among the first targeted by the enemy. But the flag was everything—pride, unity, strategy. When a flag bearer went down, someone always stepped up, picked up the flag, and carried it forward—often at great personal risk.
That’s leadership. A willingness to step up and lead—especially when it’s hard.
I also believe this: you only grow as a leader to the level of pain you’re willing to endure.
This job isn’t easy. Leadership is lonely sometimes. I don’t have a peer inside the organization who truly understands the weight of certain decisions.
And sometimes, no matter what you do, people take shots. It’s unfair. It hurts. But that’s part of the gig.
And if you’re not willing to endure that pain, you won’t grow.
The leaders I admire most? They endure that pain, but they do it with humility. They own their mistakes. They say, “I got this wrong. Here’s how I’ll fix it.”
And they mean it.
You can’t lead without moral authority. Position alone won’t get you there. People don’t follow titles—they follow character.
Nicholas Paulukow
That’s powerful. I love that idea—there’s no growth without pain. Sounds like a callback to your coaching days too, right?
Larry Richardson
Definitely. Whether it’s personal or professional, growth comes from the valleys—not the mountaintops.
My wife and I have been married for 43 years. We’ve been through heartbreak, health issues, and hard seasons. But we grew through those experiences.
It’s no different in leadership. If you’re not willing to walk through the valley, you’re not going to grow. And not everyone is willing to do that.
You have to accept that as part of leadership.
Nicholas Paulukow
You bring a really unique perspective. That just hit home for me.
I may look like I’m 20, but in July my wife and I celebrate 25 years of marriage.
Larry Richardson
Good for you!
Nicholas Paulukow
Thanks. And like you said—faith and family are the foundation. That’s what carried us through. We didn’t always agree, but we never disagreed on our faith.
That was our unifier. That helped us move forward, even when things were tough.
Larry Richardson
Exactly. Disagreement is healthy. It’s foundational and transformative—as long as you’re humble enough to receive it.
Congrats on 25 years. That’s something to celebrate.
Nicholas Paulukow
You as well! I’m motivated now—43 years, that’s incredible.
Larry Richardson
I know—I look like I’m 22, right?
Nicholas Paulukow
[Laughs] You’ve got the energy of a 22-year-old, for sure!
Larry Richardson
I appreciate that. I do go to bed about three hours earlier than I used to, though.
Nicholas Paulukow
Same here. We were at a gala last night and I told my wife, “It’s getting to be my bedtime—it’s almost 9:30.”
Meanwhile, my kids—three are in college and one’s off the payroll—they’re just getting warmed up at 9:30. I’m heading to bed.
Larry Richardson
Yep. My wife used to work as an RN, and she’d get off at 11 p.m. We’d go out at 11. Now, I’m up for my first bathroom break by then.
Nicholas Paulukow
[Laughs] That’s so true.
As you reflect on your career, is there one thing you’re most proud of? I’m sure there are many, but does anything stand out?
Larry Richardson
I don’t know if it’s one single moment. I think it’s the accumulation of opportunities, relationships, decisions—both good and bad—that I’m proud of.
I was deeply influenced about 20 years ago by Chuck Colson. I read a lot of his work. His story—coming out of Watergate, finding faith in prison, and then starting Prison Fellowship Ministries—really impacted me.
He used a term I’ve never forgotten: “being at your post.” It comes from a military reference—a guard always staying at their post, no matter what.
Colson said that whatever your assignment is, whatever God’s called you to, be at your post. Be reliable. Be present. Show up.
That’s what I’ve tried to do throughout my career.
Good decisions, bad decisions, easy days, hard ones—I always tried to stay at my post. To be faithful to the mission, and to the people we serve.
That’s what I’m probably proudest of. And honestly, it’s also what I’ll miss the most.
Now I’ll be called to a different post—and I don’t know what that is yet—but I trust the calling is still there.
Nicholas Paulukow
I love that—“stay at your post.” That really resonates.
If you could go back and give yourself one lesson earlier in your career, what would it be?
Larry Richardson
Self-awareness. I wish I had understood that better earlier on.
When I started, I thought, “I’m the leader. I’m in charge. Let’s go.”
But I didn’t really understand the difference between positional authority and moral authority. I had the title—but moral authority is something you earn.
And early on, I probably leaned too heavily on the position instead of truly building into people with empathy, authenticity, and humility.
People don’t follow titles. They follow leaders with character. Leaders who they believe in.
That’s the lesson I wish I’d fully grasped earlier.
Nicholas Paulukow
That’s a powerful reflection.
You know, it sounds like your leadership journey really shifted from “I” to “we.” And now, you’re not just leading—you’re building leaders. That’s a rare skill. Thank you for having that gift.
As we wrap up, what encouragement or challenge would you leave with the next generation of servant leaders?
Larry Richardson
Some of the same things we’ve already talked about.
Understand that leadership is painful. You have to grow through the pain—not avoid it.
Be self-aware. Know who you are, what you bring to the table, and where you still need to grow.
Be authentic. Don’t try to be someone you’re not—people see through that.
And lead with humility. You’re going to fail more than you succeed. The key is whether you own your failures and learn from them.
I say these things not as theory, but from experience. I do a lot of mentoring—through Mentorship York and with nonprofit CEOs and leaders in the YMCA community. These aren’t textbook ideas. They’re hard-won lessons.
I’ve been blessed with opportunities to coach others, and I’m still learning myself. Lord willing, I’ll keep learning and mentoring even after I leave this role.
So to the next generation of servant leaders: lean into these principles. Don’t just aim to lead—aim to serve. And let that service shape the way you lead.
Nicholas Paulukow
Thank you for sharing that. And I want to ask—because you’ve been open about the faith element of your leadership—has that ever been a challenge?
Do you ever feel like you’re having to defend your faith in today’s world? Especially when making tough leadership decisions?
Larry Richardson
That’s a great question.
The short answer is yes—leading from a faith-based perspective can open you up to criticism. Leadership is hard enough, but when you profess a Christian identity, people can and will use that against you.
They’ll say, “How can you make that decision if you claim to be a Christian?” Or “That doesn’t feel very Christlike.” Especially if someone is disciplined, terminated, or disagrees with a policy.
But here’s the truth: I’m not perfect. I’m going to make mistakes—every hour, every day. But I’m trying to lead through my faith.
That doesn’t mean everything will be perfect or easy. Sometimes the decisions I make are the best I can do with the information I have—and I have to own that.
I’ve had to ask for forgiveness. And I’ve also had to stand firm and say, “This is what’s best for the mission, even if it’s hard.”
At the end of the day, my number one job is to protect the mission. And sometimes that means doing things that are misunderstood.
Scripture tells us we’ll be persecuted for our faith. If that’s the case, then maybe I’m doing something right.
Nicholas Paulukow
Wow—it sounds like real-life Pharisees sometimes, right? People who want to use faith when it’s convenient but not when it challenges them.
What you’ve shared is powerful. It really lights a fire in me. Leading with faith—especially when it’s hard—is such an important calling.
And it reminds me that Jesus walked through scrutiny every single day. If He wasn’t exempt, why should we be?
Larry Richardson
Exactly.
Nicholas Paulukow
Thank you so much for sharing that.
Before we wrap, is there anything you’d like to share with listeners about how they can support or engage with the YMCA’s mission?
Larry Richardson
Absolutely. The best way to start is by visiting our website: rosesymca.org.
You’ll find a lot there—programs, services, impact reports, giving guides, ways to get involved, volunteer opportunities, and more.
Sometimes people can be myopic—they come to the Y to lift weights and don’t see the rest of what’s happening: swim lessons for refugees, chronic disease prevention, housing for families, shelters for the homeless.
It’s all there. And the community makes it possible.
We’re always grateful for financial support—but just as important is showing up, volunteering, getting involved, and becoming part of the story.
We also have a long history worth exploring. Lancaster’s Y was founded in 1854, York’s in 1855. Nationally, the YMCA started in London in 1844 and in Boston in 1851.
I recently posted on social media about the old Railroad YMCA in Columbia, PA—they had a slide into the Susquehanna River! The YMCA even had a major presence in World War I trenches, supporting soldiers.
There’s so much history and heart in this organization. And there’s still so much work to be done.
Nicholas Paulukow
We appreciate you, Larry. Thank you so much.
Well, that’s a wrap on another inspiring episode of Servant Leader’s Library.
A huge thanks to Larry for joining us today. I know how much is on your plate—and I’m grateful you took the time to share not just your leadership journey, but your heart.
Larry has truly embodied what it means to lead with purpose, humility, and vision. From transforming communities through the YMCA to building opportunities through the Y Community Development Corporation, his legacy is a testament to the power of servant leadership in action.
As Larry reminds us: great leadership is rooted in people. And when you serve first, focus on strengths, and stay committed to what truly matters—the impact isn’t just measurable, it’s meaningful.
If today’s conversation inspired you, please subscribe, share this episode, and leave us a review.
I’m Nicholas Paulukow, and on behalf of everyone at ONE 2 ONE and the Servant Leader’s Library—thank you for tuning in.
Remember: hire the right people, and they’ll take care of the process and the tech.
Until next time—lead with service, lead with heart, and keep building something greater than yourself.
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