LEADERSHIP IN THEAGE OF DIVERSITY

Our webinar will begin soon. Thank you for joining us today!

LEADERSHIP IN THE AGE OF DIVERSITY

Ellen Grant, PhD, ACSWVivian H. Jackson, PhD, LICSWLenora Reid Rose, MBAOnaje Muid, MSW, CASAC, LMHC

Presented by the ACMHA Diversity Interest GroupFebruary 15, 2012

Outline

• Why Diversity Matters

• Organizational Cultural and Linguistic Competence

• The Leadership Function to Promote Diversity and CLC

• Leadership Behaviors to Promote Diversity and CLC

• Infusion of CLC – An Organizational Example

• Q & A

WHY DIVERSITY MATTERS

Diversity is the “New” RealityPopulation Changes: By 2050, the population will change to50% people of color66% of population growth via immigration25% Hispanic10% Asian or Pacific IslanderDoubling of older Americans

Workforce Changes: By 2020, the workforce will be68% white14% Hispanic11% Black6% Asian

(Source: 2020 Hudson Report)

Business Return on Investment

Valuing diversity and being culturally and linguistically competent will positively impact:• Practitioner/employee satisfaction and

effectiveness• Consumer satisfaction and engagement• Company revenue

Behavioral Health Framework• “Mental health professionals must realize “good counseling”

uses Euro-American norms that exclude 75% of the world’s population.

• Without awareness and knowledge of race, culture, and ethnicity, helping professionals and other support staff could unwittingly engage in cultural oppression.”

(Sue, D. & Sue, S. , 2008)

ORGANIZATIONAL CULTURAL AND LINGUISTIC COMPETENCE

Why Culture Matters in Behavioral Health

Culture influences:• Definition of the problem• Explanation of the cause of the problem• Beliefs about how to fix the problem• Who should fix the problem

Slide Source:© 2012 - National Center for Cultural Competence

Cultural Competence

behaviors

attitudes

policies

structures

practices

requires that organizations have a clearly defined, congruent set of values and principles, and demonstrate behaviors, attitudes, policies, structures, and practices that enable them to work effectively cross-culturally

(adapted from Cross, Bazron, Dennis and Isaacs, 1989)

Slide Source:© 2012 - National Center for Cultural Competence

Five Elements of Cultural Competence

Organizational Level

value diversityconduct cultural self-assessmentmanage the dynamics of differenceinstitutionalize cultural knowledgeadapt to diversity

- policies - structures- values - services

(Cross, Bazron, Dennis and Isaacs, 1989)

Slide Source:© 2012 - National Center for Cultural Competence

What are the implications for cultural & linguistic competence in …

CORE FUNCTIONS Who we serve and What we do …..

HUMAN RESOURCES & STAFF DEVELOPMENT Who we are …

FISCAL RESOURCES & ALLOCATION Where the money goes …

COLLABORATION & COMMUNITY ENGAGEMENT Who our partners are …

CONTRACTS Whom do we entrust to deliver services and supports …

Slide Source: National Center for Cultural Competence, 2007Slide Source: National Center for Cultural Competence, 2012

Leadership

“Leadership is a process by whereby an individual influences a group of individuals to achieve a common goal...… Leadership is not bound by location in the organizational hierarchy though manifested in different ways based on formal and informal role within the organization.”(Northouse, 2001)

“Both management and leadership are vital and either one without the other is insufficient. “(Stephen R. Covey)

Slide Source: National Center for Cultural Competence, 2012

Cultural & Linguistic Competence within the Context of Organizational Change

Does making progress require changes in people’s values, attitudes

and or habits of behaviors?

Reference: Heifetz, R.A. (1994). Leadership Without Easy Answers. Cambridge, MA: The Belknap Press of Harvard University Press

Adaptive Challenge vs.Technical Challenge

Slide Source:© 2012 - National Center for Cultural Competence

THE TASKS FOR LEADERS

Some Key Requirements of Leadership

• Make the business case – it is good for your consumers as well as your bottom line

• Accept personal responsibility• Create and sustain an infrastructure that allows for the

integration of CLC at all levels of the organization

Make the business case• Tie diversity to the success of the organization as a business

• Isolate diversity’s contribution• Workforce• Access to and better insights to the population of focus and staff

• Collect and analyze data • Convert the contribution to money & identify intangible benefits

• Cost of drop-outs and no-shows• Lack of engagement• Cost of recruitment and retention• Improved team work; reduced conflict; increased job satisfaction

• Calculate cost and benefit• Report it to others• Track and assess progress

Accept personal responsibility• Use the Leadership platform – create and deliver the

message• Engage and ensure that senior management is trained

and take ownership of diversity and CLC goals• Establish clear expectations (e.g., job description) and

organizational accountability• Allocate adequate funds for diversity’s and CLC ‘s true

infusion into the organization• Embed CLC principles in the organization’s mission, vision

and values

Infrastructure• Use strategic performance management tools - balanced

scorecard• Sustain financial resources over time• Create shared governance with culturally diverse groups

(workforce, consumers, families, community)• Innovate• Challenge the “Isms”• Focus on the customer – be intellectually honest with

what’s working

AN ORGANIZATIONAL EXAMPLE:REALITY HOUSE INC.

Mission Statement Reality House, Inc. assists individuals, families and

communities lead productive and positive lifestyles and to achieve higher levels of accomplishments.

We accomplish our mission by: • Providing chemical dependency treatment services through

traditional and social justice models;

• Endeavoring to achieve cultural competency throughout the agency to respect each client and treat them in a dignified manner and;

• Engaging stakeholders in a collaborative process to ensure feedback and continuous growth and excellence.

Integrative Cultural Competency Planning Changes in Assessment Tools:• Replace “weakness” statements with

“improvement” statements in the assessment process.

• Each category is started with a “strength” statement in that area followed by an “improvement” area inspiring internal motivation.

CLC in Practice

Include content in clinical practice that highlights the role of culture. Case conference includes cultural explorations:

• “How has the individual embraced or rejected his/her culture in the recovery process?”

• “How has their culture been accepted or rejected by the dominant society?”

Engage the Community

Use of service model that supports CLC values and principles, such as Recovery Oriented Systems Of Care (ROSC) that highlights the role of community involvement.

Leadership….

The force that keeps the organization on the journey towards cultural and linguistic competence…• Serving as a personal embodiment of the values and

principles • Engaging the workforce to learn and grow• Facilitating the practical mechanisms to infuse the

principles in the workings of the organization

QUESTIONS AND ANSWERS

Contact UsEllen Grant, PhD, LCSW-RPresident, First Advantage Consultingegb99@aol.com

Vivian H. Jackson, PhD, LICSWAssistant Professor, Senior Policy AssociateNational Center for Cultural CompetenceGeorgetown University Center for Child and Human Developmentvhj@georgetown.edu

Lenora Reid-Rose, MBACo-Director Nathan Kline Center of Excellence for Culturally Competent Mental Health Care &Director, Cultural Competence at Coordinated Care Services, Inc.Lreid-rose@ccsi.org

Onaje Muid, MSW,CASAC, LMHC, FDLCClinical Associate Director, Reality House Inc.omuid@realityhouseny.org