LEADERSHIP IN THE
AGE OF DIVERSITY
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LEADERSHIP IN THE
AGE OF DIVERSITY
Presented by the ACMHA Diversity Interest Group
February 15, 2012
Ellen Grant, PhD, ACSW
Vivian H. Jackson, PhD, LICSW
Lenora Reid Rose, MBA
Onaje Muid, MSW, CASAC, LMHC
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” 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)
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
practices
attitudes
policies
structures
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 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
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 …
SlideNational
Source:
National
Center
for Cultural
Competence,
Slide Source:
Center
for Cultural
Competence,
2012
2007
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
Adaptive Challenge
vs.
Technical Challenge
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
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 Us
Ellen Grant, PhD, LCSW-R
President, First Advantage Consulting
egb99@aol.com
Vivian H. Jackson, PhD, LICSW
Assistant Professor, Senior Policy Associate
National Center for Cultural Competence
Georgetown University Center for Child and Human Development
vhj@georgetown.edu
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.
Lreid-rose@ccsi.org
Onaje Muid, MSW,CASAC, LMHC, FDLC
Clinical Associate Director, Reality House Inc.
omuid@realityhouseny.org