2016 Dynamic Dozen Top Local Executive: Bonnie Keller

Mark Brueggemann believes Bonnie Keller’s organization-first leadership is critical to the success of Ronald McDonald House Charities of the Ozarks Inc.

“She has an innate skill to take different viewpoints and come to an inclusive answer that satisfies all,” says Brueggemann, president of Trend Management and an RMHC board member. “She is able to see very clearly what is the correct approach and how it will best serve the organization. She removes herself from the discussion and focuses on what’s best for the organization. This is a rare trait.”

Keller has been president and CEO of Ronald McDonald House Charities of the Ozarks Inc. since 1991. She has held the same positions with the Ronald McDonald Care Mobile — known as The Tooth Truck — since 2008. Her association with RMHC goes back to her time as a volunteer and board member in the 1980s.

Keller applies servant leadership to her job.

“All of us associated with the Ronald McDonald House and The Tooth Truck are servants to our mission,” she says. “From board members to staff to volunteers, we aspire to fulfill our mission to the best of our abilities. One of the most important aspects is ensuring our management is inspired, individually growing and has the capability to inspire servant leadership in others.”

Doing this creates a culture that supports and empowers employees and volunteers, which in turn, leads to superior treatment of RMHC families and Tooth Truck patients, Keller says.

“The highest priority of a servant leader is to encourage, support and enable subordinates to unfold their full potential and abilities, which leads to an obligation to delegate responsibility and engage in participative decision making,” she says.

Much of Keller’s focus is devoted to securing funding, especially for the Tooth Truck due to low Medicaid reimbursement. Several years ago, the RHMC and Tooth Truck boards collaborated with partners committed to tackling fundraising hurdles in order to help combat tooth decay, the most common chronic childhood disease.

“The Tooth Truck is one of very few full-time clinics that will accept children that do not have Medicaid,” Keller says. “We need to be helping children in our community who have the most difficult time accessing dental treatment, many times identified as the working poor.

“There is no discussion of backing off of our mission.”

Keller considers her staff the most valued resource of her organization and is proud that salaries and benefits haven’t been decreased during a difficult economy.

Brueggemann praises Keller for her steady hand and approach.

“She has a very inclusive management style that encourages open discussion of the goals of the organization,” he says. “She doesn’t allow economic situations to affect her decision on who gets help. She has fostered a spirit of inclusiveness that transcends economics.”