ProfessionalismBasic Standards & Expectations

Macheo Payne

Lincoln Child Center

2011

Training Goals

1.Discuss beliefs & professional expectations

2. Strengthen effective relationship building approaches

3. Address professional roles from a cultural lens

ACTIVITY (there is no wrong answer. This is what YOU believe personally)

In pairs, write down 2 basic assumptions and 2 beliefs about who our clients are.Then write down 2 or three things that you feel they need (from us at Lincoln) as a result of the above assumptions & beliefs.

What do we believe?

GROUNDING BELIEFS

Professional FrameLincoln Child Center operates from a

formal mental health/behavioral health treatment model.

1. Intake clients based on their level of need and qualifying status (educational status, eligibility status)

2. Develop a treatment plan with treatment goals

3. Formulate interventions with treatment team to support client in meeting treatment goals.

4. Ongoing assessment of effectiveness of interventions AND appropriateness of goals.

THE TREATMENT MODEL

What is the best way to meet the goals?

Supporting clients in meeting the goals requires building strong relationships.

How do these relationships support clients meeting goals?

MEETING THE GOALS

Basic Standards & Expectations

Accountability (always hold yourself as well as clients accountable) But what does that look like?

Communication (professional, authentic, therapeutic for the client) But what does that sound like?

Presentation (Model appropriate attitude, dress, manners & demeanor) But what does that feel like?

Job Function (Remain focused and engaged according to your role & duties) But what does that look like?

Teamwork (you are a part of a team of people who all contribute to the treatment)

WHAT IS EXPECTED

Building RelationshipsRelationships have cycles.Time cycles & Behavior cycles.

Oftentimes, the clients relationships with you reflect them replaying cycles with previous adults with you.

HOW RELATIONSHIPS WORK

Short-term strategies include:

• Make deals and bargains • Providing rewards or protection• Relate to them on their level• Focus on the image they are attempting to project (not the

underlying issue they are attempting to hide or express in an acceptable way)

• Establish informal “understanding” about their involvement• Promote dual identity (block busta vs. student)• Staff splitting (I know that staff is crazy or out to get you but just

be cool)

RELIEF STRATEGIES

These work because ANYTHING you do will establish a relationship but whether it lasts or not depends on how it is focused on treatment or situational relief.

There are strategies that can build strong short term relationships but will decline after a short time because of inconsistency in roles, messages, level of support, shift in level of trust, etc.  These don’t last because they provide the student with an unsustainable sense of support, doesn’t move them toward their treatment goals, undermine the schools stated mission, & your authority as a staff person.

WHY THIS DOESN’T WORK

Sustainable relationships are built through: •Clear sense that you authentically care about them•Relevant meaningful communication•Listening and validating•Clear and consistent boundaries•Dependable source of support and guidance•Emotional safety and security•Shared learning experiences

THERAPEUTIC APPROACH

Long-term strategies include:•Holding high academic expectations “WE Believe!”•High level of engagement•Academic support on a consistent basis•Classroom integration and participation support •Consistent feedback on improvements & challenges

SUSTAINABLE RELATIONSHIPS

CULTURAL1. Adaptations of oppression2. casual register vs. formal register3. Code switching4. Modeling vs. mimicking or mirroring5. Transference & counter transference6. Cultural model: Treat them like my son vs. treat them like their parent would like us to treat them (even if they are not willing or able)7. Self-esteem in connection with client rapport8. Culture of class: college degree, wage earner, professional career, middle class capital, successful navigation of social & political institutions9. Meeting client’s needs vs. meeting our needs

BEING CULTURALLY RESPONSIVE

Boundaries

CULTURALWhat are some challenges with not being able to relate to the clients?What are some challenges with over identifying with the clients?

How does it affect treatment?

Boundaries

CULTURALWhen someone says “you think you white!” or “you hella fake!” what does that mean?

What is the meaning behind them saying it?

What does it indicate about you or the client?

PurposeRefine our role… contextualize our function. How does that look?What does that NOT look like? Coping (strategies for effective functioning)

Coping for what? To be more comfortable with racism?

Why are they here? Is race a factor? How?

Purpose

Camara Phyllis Jones, MD, MPH, PhD- Allegory of the Rose garden

1. Divine determinism- proven false

2. Biological determinism- proven false

3. Cultural determinism- still debated

4. Self-imposed- determinism- rarely questioned

Nutrient deficiency

Undiscussables

What are we afraid to talk about?

Boundaries

“You Are Loved”

Boundaries

“Get the most points possible”

Boundaries

Dominant paradigm:

Lose – Lose = Lose - Lose

Win – Lose = Lose – Lose

Lose – Win = Lose – Lose

The only solution:

Win – Win = Win – Win

Boundaries

Basic Feedback Triggers Basic Instincts

It is not received as support but as a threat or attack

- We take it personally

- We feel attacked

- We defend our actions

- We attack

Professional Tone

Your attitude reflects your

ValuesYour tone reflects your

EmotionsYour level of patience reflects your

CapacityYour approach reflects your

Ability

Taking Responsibility vs. Blaming

Addressing vs. Deflecting

Trust vs. Suspicion

Integrity vs. Deception

High Standards vs. Situational Performance

Professional Tone

Receiving & Giving Feedback

“I” Statements vs. You, they, them, etc.

Right now or there Right now, there vs. Always, never, have been times when… everytime, only, etc.

Balanced vs. Onesided

Solution focused vs. Fatalistic, problem rooted

Objective listening vs. Selective hearing

Professional Disposition

FUNDAMENTAL ATTRIBUTION ERROR (also known as correspondence bias or attribution effect) describes the tendency to over-value dispositional or personality-based explanations for the observed behaviors of others while under-valuing situational explanations for those behaviors. The fundamental attribution error is most visible when people explain the behavior of others. It does not explain interpretations of one's own behavior—where situational factors are often taken into consideration. This discrepancy is called the actor–observer bias.

Boundaries

Personal Boundaries

(Personal comfort zone)

•Personal business

•Privacy (TMI)

•Personal beliefs

Professional Boundaries(Conduct as an

employee)

•Attitude

•Gossip

•Outside affiliation with staff & families

•Harassment

•Appropriate discussion

•Solicitation

Client Boundaries(conduct with

clients)

•Physical space

•Outside contact

•Social networking

•Favoritism

•Giving money

•Over identify

•Too casual or informal

Boundaries

Personal BoundariesKeeping your personal life separate from your work

environment is important.

Examples:•Keeping personal information to yourself•Not allowing personal issues & challenges infringe on your ability to perform at work•Not using your time at work to deal with personal issues not related to the job

Boundaries

Professional Boundaries

Finding the balance between being personable and remaining professional is critical. Always default to a professional

demeanor and establish rapport after boundaries are clearly defined and

established. Examples:•Maintaining professional demeanor, dress, language, communication & conduct at all times while at work•Responding appropriately to challenges on the job despite personal feelings or inclination to respond differently•Developing relationships with other staff, contractors risky and blur the line

Boundaries

Client BoundariesClients cross boundaries often. It is the

responsibility of the staff person to establish and reinforce appropriate boundaries at all times.

Examples:•Keeping appropriate physical boundaries with clients; no touching, hugging or physical playfulness with clients•Keeping emotional boundaries in all interactions;

–be aware of favoritism –clients liking you or you

•Keeping appropriate social boundaries–Not over identifying with clients–Not interacting too casually with clients–Not allowing clients to interact to familiarly or casually with you or in your presence (always acknowledge inappropriate behavior or language)

Boundaries

Group Activity1. What are the staff boundary issues at Lincoln?

(How do staff exhibit problematic behavior regarding persona, professional or client

boundaries?)

2. Why are these issues present? What are the conditions that facilitate these issues?

2. How can they be effectively addressed?

Agency Values

Principles of Care(delivery)

•Strength-Based

•Family Centered

•Best Practices

•Team-Based and Integrated Care

•Early Intervention and Prevention

Lincoln Values

(spirit of delivery)

•Excellence

•Diversity

•Compassion

•Integrity

•Respect

•Courage

Mission (guiding approach)

To enable vulnerable and emotionally

troubled children and their families to lead

independent and fulfilling lives.

AlignmentWhich principles or values

do you hold personally? How do you carry them?

Purpose

Why are you here? (in this line of work)

What has led you to this work?

What about this work speaks to you and who you are?

What do you bring to this work?

What do you gain from this work?

Burnout and Self Care

• What Sustains You?

• Where do these fall?– Mentally– Emotionally– Physically– Spiritually

• What Drains You?

• Where do these fall?– Outside of your control– Within your influence– Completely in your

control1. Write out 10 things that sustain you

2. Label them according to the categories

3. Then label them according to level of control

Burnout and Self Care

• Personal Strategies

• Spirituality• Supportive relationships• Personal practices• Plan your self care• What are your practices?

• Agency Support• Benefits package• EAP• Breaks & Lunch• Training & development• HR

Thank You

•Questions?•Comments?•Reflections?•Feedback?