5 Oct, 2018

Ask Nicole: What Exactly Are You Evaluating?

By |2021-08-19T20:18:45-04:00October 5th, 2018|Categories: Research & Evaluation|Tags: , , |0 Comments

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I recently had a video meeting with one of my client organizations. We’re preparing for a presentation in a few weeks to orient some members of her staff to a newly-developed evaluation working group. They will be working directly with me on guiding the organization through the development of an evaluation framework for its programs and strategies, guided by the organization’s current strategic plan.

As we planned out the agenda and what topics to include, the staff member and I discussed various aspects of the evaluation design process, including logic models, theories of change, data collection and dissemination. In this discussion I touched on one aspect of the evaluation process that many would see as a given, but it’s actually more complex:

What exactly are you evaluating?

We ordinarily associate evaluation with the ending of a program, where we want to collect data to find out if what the program set out to do actually achieved its goals. But you can also evaluate the program as it’s being developed, or even evaluate if the program is appropriate enough to implement. 

While there are multiple evaluation theories, there are five common types of evaluation:

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5 Sep, 2018

Ask Nicole: How to Deal with Imposter Syndrome

By |2021-08-19T20:17:57-04:00September 5th, 2018|Categories: Consulting|Tags: |0 Comments

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“Imposter syndrome” is a psychological thought pattern that causes us to doubt our accomplishments while also being plagued by an internalized fear of being exposed as a “fraud”. First described by psychologists Suzanne Imes, PhD, and Pauline Rose Clance, PhD, in the 1970s, impostor syndrome (also known as “imposter phenomenon”) occurs when feelings of inadequacies and incompetence come up despite having evidence that you really are competent.

Most articles about imposter syndrome focus on getting rid of it, but here’s the thing:

As you challenge yourself, you’ll start off feeling like an imposter. And it’s all part of the growing process.

The more I challenge myself, the fraudier I feel, initially. Plus, I’ve found through my own experience that feeling like an imposter is something you never rid yourself of. As you build your expertise, those fraudy feelings will come up. Here are my reasons why imposter syndrome may pop up and how to deal with it:

You don’t believe you’ve earned it

I love when a potential clients contact me about working with me. Regardless of how they were put into contact with me, it feels great when a client believes you’re the best person to work with them. However, I was speaking with a mentor a year ago about how it weirdly didn’t seem right to me. Why? Because I didn’t feel like I earned it. Logically, I’d rather have potential clients come to me or current clients renew a contract with me, but deep down it feels fraudy because most of us are used to going through some kind of process of selection. Or working hard for it. There’s a sense of achievement and satisfaction when you’ve been chosen out of a pool of candidates. Yet, you should feel special when someone contacts you directly because they feel you’re the right person for the job. So, what gives?

How to deal: Whether you’ve been handed an opportunity or you were chosen out of a pool of candidates, the reason why is still the same: You were the right person for the opportunity. How would you feel if someone were to say to you, “You know what? I appreciate you believing that I’m the best person for this, but I don’t feel that I’ve earned it because you didn’t choose me out of a pool of candidates”? It doesn’t sound logical. We’re used to the hustle and focus on making things happen that we don’t allow opportunities to come to us. If this still feels foreign to you, ask for the reasons for you being give the opportunity. You’ll see that the characteristics they see in you were the characteristics you saw in yourself all along.

You don’t have a frame of reference 

When my consulting business was a just side hustle, I felt like a fraud because I didn’t really own the title of “consultant”. I didn’t think I had the experience under my belt to call myself that. Now that I’ve been working for myself for a while, I’ve realized that imposter syndrome was a problem then because I had no frame of reference for what it’s like to be self employed, let alone work as a consultant. I was basically mirroring what I’d seen others do. If you’ve been hired as an executive director of a nonprofit, and this is your first time being in a professional role like this, of course you’d feed fraudy, because you’ve never been an executive director before.

How to deal: When those fraudy feelings come up, continue to remind yourself that you were hired because you were the best person for the job. Someone saw qualities in you that would be perfect for [insert role title]. There may be certain aspects of the job that will require additional training or mentorship, but trust in your ability to do it. Which leads the next reason why you may feel imposter syndrome:

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1 Aug, 2018

Ask Nicole: How to Bring Ideas to Life in Your Workshop or Training

By |2021-08-19T20:14:35-04:00August 1st, 2018|Categories: Workshop, Program, & Curriculum Design|Tags: , , |0 Comments

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The purpose of a workshop or training is inform your audience of key concepts in a manner that is engaging. And your job as the trainer or facilitator is to keep the interest of your audience.

There are a variety of reasons why someone may zone out in your workshop or training, but the most important reason (I believe) this occurs is because

Your audience isn’t fully understanding the subject matter. 

Ability aside, some people aren’t able to grasp or recall subject matter just by listening to you speak. But there are some tricks you can keep up your sleeve.

Here are some tricks I’ve used to bring ideas to life in my workshops and trainings:

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6 Jun, 2018

Ask Nicole: How Do You Find Consulting Clients?

By |2021-08-19T20:12:40-04:00June 6th, 2018|Categories: Consulting|Tags: , |0 Comments


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If you’re interested in working for yourself, having a side hustle while being employed, or you’re already responsible for landing clients for your employer, getting clear about who you want to work with is important. 

In the beginning, I had an idea of the types of clients I wanted to work with, but I also took on clients who didn’t fit my “ideal client” because I wanted to build my expertise and confidence. I also tried to figure out how to market myself. I started with emailing and posting on social media to my friends, letting them know that I was seeking new clients.  

Along with letting friends know I was opened for business, I also tried to figure out the whole marketing thing. It’s been an ongoing process, and I found myself being resistant to what I see many people do: send multiple emails about service and product launches, create paid social media posts, and host webinars that are marketed as free but serve as product pitches. 

But that’s not the focus of this month’s Ask Nicole question. This month, I wanted to share my thoughts on how I find clients. Or rather, how clients find me. 

The short answer: Relationship building

The long answer: My clients come from a variety of places, with the majority being through some kind of interaction or relationship. For clients who have come to me through referral, the people that referred them to me were people I highly respect or people who I may not know but they have some kind of connection to me (i.e. social media, my blog, or my newsletter, etc.) For clients that I already had an interaction or relationship with, they met me at an event (my workshops, a panel I sat on, a conference, etc.) And I have yet to pay for a sponsored post or blast my newsletter subscribers with promotional emails (yet). 

Here’s what I know to be true for finding clients:

1) You never know where your next client will come from, 2) Clients may not be ready to work with you when you make an initial contact, but when they’re ready they will come back, and 3) It’s more fun when you allow clients to come to you instead of chasing after them.

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11 Apr, 2018

Ask Nicole: What Don’t You Like About Social Work?

By |2021-08-19T20:12:16-04:00April 11th, 2018|Categories: Public Health & Social Work|Tags: , |0 Comments

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Back when I doing direct practice client work, I had a client who was undergoing a housing issue. The issue was at the fault of the client, and the client asked for assistance in eviction prevention. 

One day while interacting with this client, the client blamed me for not doing enough to help fix the situation. I could feel the anger growing from within. When the client told me, “You don’t know what I’m going through,” I wanted so badly to remind the client that the situation was occurring because of the client’s own doing. More so, what I really wanted to say was…

“…And you don’t know what I’m going through!”

In addition to personal matters, I was dealing with the death of one of my favorite clients and the suicide of another client, of which I was asked for documentation that proved I did as much as I could to prevent the situation. I was on edge, to say the least, but luckily for the client, the situation worked itself out and the client was able to remain housed.

I’ve gotten a few emails from social workers and students over the few past months asking me share the aspects of social work I don’t like, specifically from a direct practice perspective, including dealing with difficult clients and how to stop caring about clients once the work day is over. There’s plenty of professional advice on this the you can do a quick Google search on.

But to answer the questions, my short answer is this: Establishing boundaries isn’t enough, empathy is everything until it isn’t, leaving your clients problems at the office is not easy, and clinical/direct practice social work ain’t for everybody. 

You’ll hear of social workers leaving the field for a variety of reasons, but for me the answer was pivoting to another aspect of social work that better suited me. 

As a disclaimer: Is what I’m about to share the case for all direct practice social workers and case managers? Not at all. In fact, everything you learn in clinical studies and practice—engagement, assessment, planning, implementation, evaluation, termination, and follow-up—translates to most social work positions, and is the model I use with my consulting clients. So I did learn a thing or two while working in direct practice. 

When I landed my case management position 3 months after graduation from my masters program, I was just happy to be employed. When I first started, I had a caseload of around 25-30 clients. By the time I left nearly 6 years later, I had close to 90 clients. 

That may not seem like a lot, but having to engage with 90 clients (and their providers and emergency contacts) on a monthly basis was taxing. It did a literal number on my self care, self esteem, and my desire to remain in the this work. 

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