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LEADERSHIP IN THE AGE OF DIVERSITY Our webinar will begin soon. Thank you for joining us today!

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Presentation on theme: "LEADERSHIP IN THE AGE OF DIVERSITY Our webinar will begin soon. Thank you for joining us today!"— Presentation transcript:


2 LEADERSHIP IN THE AGE OF DIVERSITY Our webinar will begin soon. Thank you for joining us today!

3 LEADERSHIP IN THE AGE OF DIVERSITY Ellen Grant, PhD, ACSW Vivian H. Jackson, PhD, LICSW Lenora Reid Rose, MBA Onaje Muid, MSW, CASAC, LMHC Presented by the ACMHA Diversity Interest Group February 15, 2012

4 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


6 Diversity is the “New” Reality Population Changes: By 2050, the population will change to 50% people of color 66% of population growth via immigration 25% Hispanic 10% Asian or Pacific Islander Doubling of older Americans Workforce Changes: By 2020, the workforce will be 68% white 14% Hispanic 11% Black 6% Asian (Source: 2020 Hudson Report)

7 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

8 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)


10 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

11 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

12 Five Elements of Cultural Competence Organizational Level value diversity conduct cultural self-assessment manage the dynamics of difference institutionalize cultural knowledge adapt to diversity - policies - structures - values - services (Cross, Bazron, Dennis and Isaacs, 1989) Slide Source:© 2012 - National Center for Cultural Competence

13 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, 2007 Slide Source: National Center for Cultural Competence, 2012

14 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

15 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


17 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

18 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

19 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

20 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


22 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.


24 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.

25 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?”

26 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.

27 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


29 Contact Us Ellen Grant, PhD, LCSW-R President, First Advantage Consulting Vivian H. Jackson, PhD, LICSW Assistant Professor, Senior Policy Associate National Center for Cultural Competence Georgetown University Center for Child and Human Development Lenora Reid-Rose, MBA Co-Director Nathan Kline Center of Excellence for Culturally Competent Mental Health Care & Director, Cultural Competence at Coordinated Care Services, Inc. Onaje Muid, MSW,CASAC, LMHC, FDLC Clinical Associate Director, Reality House Inc.

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