Supporting leaders through community collaboration in the NSWM San Diego Chapter

1. Supporting leaders through community collaboration in the NSWM San Diego Chapter Presenter: Claudia C. Llamas, MSW Network for Social Work Management - 29th Annual Management Conference Disruptive Leadership: Maximizing Inclusion, Invention & Innovation in Human Services San Diego State University San Diego, CA. June 14, 2018.

2. Objectives • This presentation will explain: • How the Chapter started and developed a vision and mission and how it has been enhanced throughout the years with the support of community leaders • Ways in which the chapter has changed and helped Social Workers gain a greater understanding of current events and leadership styles through collaboration with members via mentoring opportunities, discussions in Chapter meetings, project planning and others. • Reference to literature reviews of effective leadership practice, and share how effective collaboration can many times motivate individuals to try innovative techniques and creative ways of thinking.

3. Development of the San Diego Chapter • The NSWM San Diego Chapter started in 2012 with a few leaders in the community who had the vision of creating a chapter that will be of support to Social Workers and social work students, and promote the use of social work values. • As the chapter grew, there was greater collaboration with community leaders • CEOs, Directors, Professors, MSW Students and other professionals from diverse social service agencies are welcome to chapter meetings • Agencies represented: San Diego County Behavioral Health Services, SAY San Diego, Harmonium, Pathways, San Diego Youth Services, San Diego State University, and others • Meetings were held once a month at the same location and same time.

4. Everyone was welcome to share a social work challenge or something that has occurred at their agency who has helped them grow • Collaboration on innovative ideas to provide greater support to Social Workers, and new topics of conversation have always been encouraged • Collaboration is used as a “unifying method for all fields of social work practice […] appropriate to current sociopolitical practice contexts” (Graham & Barter, 1999).

5. Impacts of Collaboration • Organizations who encourage members to collaborate with each other were more successful and had higher productivity than the ones who promoted members to work individually on tasks (Gaskell, 2017). • In a Stanford study, participants who participated collaboratively worked on their “…task 64% longer than their solitary peers, while also reporting higher engagement levels, lower fatigue levels and a higher success rate…” (Gaskell, 2017). • For productive collaboration, there is a need to have a purpose, and a welcoming system in place. • Development of a common vision and mission, and working to together for a desirable result/outcome, which will support the mission and vision (Allenbaugh, 2014).

6. Development of a mission and a vision • Strategic Planning Meeting for the San Diego Chapter • Mission: To advance the practice of San Diego social work managers and leaders through executive mentoring, networking, and professional development.  • Vision: The Network for SW Management envisions social workers as preeminent leaders in health and human services to enhance the quality of life of those we serve. • Use of the Human Services Management Competencies • Welcome creativity • Clarify Outcomes and Expectations • “Team creativity required a safe, open environment to facilitate generation of ideas” (Allenbaugh, 2014).

7. Literature on Leadership Styles • Application of diverse leadership styles depending on the situation • Authoritarian (Autocratic) Leadership: • leader “provide[s] clear expectations for what needs to be done when it should be done, and how it should be done” (Cherry, 2018). • Participative (Democratic) Leadership: • most effective style • Leaders guide the group and participate and welcome ideas from the group • Members participate but leaders have the final say in the decision-making process • Members feel engaged , motivated and creative

8. Delegative Leadership (Laissez-Faire): • Leaders offer little or no guidance • Members lack direction • Lack of progress and work • Transformational Leadership Style: • Most effective • Motivates and inspires others • Creates positive change • Leaders are motivated by the mission and goals, as well as to helping group members. • Improved well-being of members

9. Transactional Leadership • “ By accepting a position as a member of the group, the individual has agreed to obey the leader” (Cherry, 2018). • Situational Leadership • “stress the significant influence of the environment and the situation on the leadership” (Cherry, 2018). • Hersey and Blanchard’s Leadership Styles: telling, selling, participation and delegating styles • Blanchard’s SLII Leadership Style: directing, coaching, supporting and delegating styles. • The NSWM San Diego Chapter has used a variety of leadership styles in diverse situations, although there is mostly usage of the Participative Leadership style.

10. Motivation and expansion on strengths • Focus on the success in order to expand and continue achieving and moving in the positive direction • Focusing on the positives, learning from the experiences and applying the principles in other areas in order to prosper (Allenbaugh, 2014). • Positive culture • The NSWM San Diego Chapter celebrates success and maintains a positive culture through the practice of good communication skills, focusing on things that have worked, noticing strengths individually and collectively, and having members willing to participate and open to collaboration. • Social Work Values: service, social justice, dignity and worth of the person, importance of human relationships, integrity, and competence.

11. Development of the San Diego Chapter throughout the Years • Milestones: • Participation at community events - walks, conferences, meeting opportunities, and others • Networking events • Project Planning – Fundraisers, presentations, and others • Mentoring Program- beginnings and development with greater participation throughout the years • Managers Circle – opportunity to discuss challenges in the workplace • Celebrating success and acknowledging the contributions of the team and individuals inspires everyone (Allenbaugh, 2014).

12. SD Chapter’s Mentoring Program • The purpose of mentoring is to help social work managers improve their skills. • Open to individuals with a BSW or MSW • Managers or individuals pursuing to be leaders • Working in human services • Promote professional development and management skills • Develop leadership abilities • Improve knowledge

14. Mentoring • Leaders have revealed learning skills needed to succeed and to lead organizations through the support of mentors who have reveled and shown to them how to become good leaders (Kotter, 2013). • Mentors can help strengthen leadership skills in their mentees and motivate them to develop or apply leadership skills • Mentors “…can provide a different perspective, relate different leadership experiences, and ask different set of questions…” (Kotter, 2013).

15. Mentee’s Note • “I admire [my mentor] because he is a leader that inspires others to act and make a difference. Even though he has a busy schedule, he still makes time to participate in opportunities to enrich the development of other social workers through participation in the Chapter's mentoring program, and other committees to make a difference here in San Diego, such as through the Live Well San Diego initiative. He has motivated me to stay involved helping in the Social Work profession and to not give up to make a difference for others.”– Mentee

16. SAN DIEGO CHAPTER • The NSWM San Diego Chapter has been active since 2012 when the NSWM held its national network in San Diego. • The chapter meets monthly every third Tuesday of the month @5:15 at the Academy for Professional Excellence (6505 Alvarado Road, Suite. 107, San Diego, CA 92120). • We provide quarterly networking opportunities and speaker events. • The chapter also has a strong mentoring program, pairing emerging leaders with experienced upper level managers and executive leaders.

17. Benefits/Values: • Purposeful networking: Resource network targeting current executives and managers, as well as developing social work managers; • Cultivate professional connections that enhance skill development; knowledge, skill, power resources; • Access current executives and key issues they are faced with; • Access to knowledge: distribution of publications, current research, best practice approaches; • Professional development: trainings workshops, mentoring, on-line learning communities (linked-in website, etc)

18. Social Media: online learning communities • Employment opportunities • Advocacy: Participate in strategic discussions on key issues impacting health and human services • Promoting wellness in social work leadership profession through wellness activities and having fun; utilize website for inspirational quotes • Contact: nswmsdchapter@gmail.com

19. Thank you!  Questions? Special thanks to San Diego Chapter Members! Please note some information in this presentation was taken from existing documents made collectively by the San Diego chapter members in order to share the services offered by the chapter.

20. References Allenbaugh, E. (2014). How to Enhance Team Creativity. Article 17. Retrieved from http://www.allenbaugh.com/pdf/Article17_EnhanceTeamCreativity.pdf Casciaro, T., Gino, F., Kouchaki, M. (2016). Learn to Love Networking. Harvard Business Review. Retrieved from https://hbr.org/2016/05/learn-to-love-networking Cherry, K. (2018). Leadership Styles and Frameworks You Should Know. Retrieved from https://www.verywellmind.com/leadership-styles-2795312

21. Gaskell, A. (2017). New Study Finds That Collaboration Drives Workplace Performance. Retrieved from https://www.forbes.com/sites/adigaskell/2017/06/22/new-study-finds-that-collaboration-drives-workplace-performance/#7df4eb853d02 Graham, J., Barter, K. (1999). Collaboration: A Social Work Practice Method. Families in Society: The Journal of Contemporary Social Services: 1999, Vol. 80, No. 1, pp. 6-13. Kotter, J. (2013). The Often Overlooked but Invaluable Benefits of Mentorship. Forbes. Retrieved from https://www.forbes.com/sites/johnkotter/2013/01/30/the-often-overlooked-but-invaluable-benefits-of-mentorship/#1f3bf7b21958 NASW Core Values and Principles. Retrieved from http://mtweb.mtsu.edu/kglancas/core_values_and_principles.htm