7 Aug, 2019

Ask Nicole: Dealing with the Death of a Client

By |2021-08-19T20:43:26-04:00August 7th, 2019|Categories: Social Work & Public Health|Tags: , |0 Comments

Have a question you’d like answered? Let me know.

During the first year of my social work graduate program, I interned at a comprehensive care clinic at a New York City-area hospital. The primary population at the time was adults living with HIV and AIDS. The social work team was small- only four social workers on the team- and I shared a caseload with my field placement supervisor. The social workers would see clients at the clinic but also rotate to the inpatient floor of the hospital, so whenever it was my supervisor’s time to go to inpatient, I’d tag along.

One day, she asked for me to do a quick intake assessment for one of her clients who had been admitted on the inpatient floor. He was a middle-aged man with the initials “PM”, who was very pleasant and invited me to have a seat in one of the chairs in his room. One of the questions was confirming his AIDS status. He confirmed it, but quickly told me that no one else knew of his diagnosis, including his family.

I saw PM a few months later back in inpatient. This time, he looked completely different. He’d lost a lot of weight and his face was sunken. He was very weak, and couldn’t speak. In his room, I was met by his brother who seemed agitated because he wasn’t informed why his brother had been admitted. Before seeing PM, I looked at his clinic chart to discover that he’d been diagnosed with Epidemic (AIDS-associated) Kaposi sarcoma, an aggressive form of cancer. While asking questions from the intake assessment (after his brother stepped out of the room), PM answered with paper and pen. Before leaving, I asked PM if there’s anything he wanted me to tell my supervisor. He asked about the likelihood of him being discharged to go home.

A week later, I received a notification in the staff’s client appointment system that PM had died. I looked in his chart again to see an updated medical note from his clinic medical provider. The provider had recommended to PM’s brother and mother that PM should be discharged for hospice care. When asked why, the provider had to disclose PM’s AIDS status to his family.

Soon after PM’s death, my supervisor and I went back to inpatient, this time as witnesses for a young woman signing legal documentation to assign custody of her young sons to a relative. She died soon after. My supervisor asked if I wanted to debrief with her about PM’s and the young woman’s deaths, and I remember telling her that I was fine but would speak to her about it if I needed to.

I went from experiencing these deaths as a student to experiencing the deaths of several clients while working at my old agency after graduating. One client died by suicide, one was found dead in her apartment under suspicious circumstances but was later determined to be health related, one died via a drug overdose, and there are others who died but so much time as passed that I can’t remember their causes of death. On top of this, my staff would get routine emails informing us of clients who have died in other departments, along with the deaths of some staff members.

But the death that impacted me most was “LB”. He was middle-aged man whom I’d met around 2 years after joining my agency. When my supervisor introduced me to him in his office, LB was sitting across from my supervisor’s desk, crying as he wanted to sign up for services plus being spooked that he’d had 3 heart attacks in that month alone.

LB quickly became one of my favorite clients, where I’d do frequent home visits with him and I managed to get him a receptionist job at the agency location. The last time I saw LB was in April 2015 when he stopped by to see me for an update on a medical visit he’d just left. After that, all of my calls and letters either went unanswered or returned to sender. I managed to get in contact with LB’s mother that August, where she disclosed that LB died earlier in May from a heart attack. I told my supervisor and gave her his case closure documentation, and went about the rest of my day. When I got home, I sat on my bed and cried.

At the time, I thought I cried specifically for LB. In hindsight, I cried not only LB, but all the clients that died before him. I never fully gave myself the space to process each death (particularly the deaths that occurred when I was a student) and I think in some ways I’d become desensitized to hearing about the deaths as I transitioned from student to professional.

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10 Jul, 2019

Ask Nicole: My #1 Rule for Effective Networking

By |2021-08-19T20:42:09-04:00July 10th, 2019|Categories: Consulting|Tags: , |0 Comments

Have a question you’d like to see answered? Let me know.

I (typically) don’t like networking.

I thought it was because I’m an introvert or that it seemed easier when I was in college, or that I’d say something stupid that would ruin my chances of making a great connection.

Some of my most memorable (and odd) networking experiences include:

  • A women coming up to me during an event, handing me her business card (for a service I didn’t need), and walked away.
  • A conference attendee watching me intently as I spoke, and I could tell that they were honing in on catching buzzwords they could use to determine if it would be worth their time to continuing speaking with me.
  • I was contacted about a potential collaboration with someone I’d never met before, and the only reason they were interested in working me was due to my location, but they didn’t know much else about me or if we’d be a good fit.

One day I realized why I don’t like networking: The focus is on what you can get from someone, rather than building an authentic relationship. The next time you have an opportunity to network with someone, ask yourself:

Would I care about this person if they didn’t have something I want?

I recently spoke to a researcher and evaluator. She contacted me, sharing how she and I were connected (we’re members of a few activists groups and listservs, and she reads my blog), and asked to have a conversation with me because we have many commonalities (being women of color with a passion for social justice and culturally responsive research and evaluation) and she’d like to be intentional in building relationships with potential consultants.

What I thought would be a 30-minute conversation ended up lasting a little over an hour. It was a great conversation where we learned each other’s work and the communities we worked with. We’ve decided to set up ongoing conversations to stay connected. I’m always excited to connect with another woman of color in the research and evaluation space to share advice and potential opportunities, but I’m actually more excited at the prospect of getting to know another researcher and evaluator in this case.

My #1 rule for effective networking is to focus on relationship building from place of really wanting to get the know the person as an individual, and less about what you think this person can do for you.

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7 Jun, 2019

Ask Nicole: What Does Your Day as a Consultant Look Like?

By |2021-08-19T20:38:46-04:00June 7th, 2019|Categories: Consulting|Tags: , |0 Comments

Have a question you’d like answered? Let me know.

I’m asked this question often, or some variation of it.

I think it’s because people want to probe what it is I’m actually doing with my time because “consulting” can mean different things. Plus, there’s the assumption that I have more time on my hands compared to someone who doesn’t work for themselves.

The short answer is: It depends.

The longer answer is: It depends on what’s occurring at that point in time during a project, which projects are operating simultaneously, what’s going on with my clients, and what’s happening with my own non-client projects.

On any given day, I may have 2-3 client calls, a webinar meeting to either attend or host for a client, prepping for an in-person presentation or workshop, invoicing, planning out my blog content and newsletter editorial calendar, scheduling social media posts, participating in online forums to seek or give advice, writing a project proposal or end-of-program report, 1:1 coaching with client staff, doing an informational interview for someone interested in what I do, or scheduling a meeting with a prospective client.

Some days I get up and prepare for the day in the way I used to when I worked in an office setting, and some days I literally roll over, grab my laptop, and get started. Some days I work from home, or I’ll head over to the nearest cafe or coworking space.

Some days I’m more productive in the morning, where other days I feel more productive in the evenings. You may see people in online blog posts give a by-the-hour breakdown on what they do, but unless I have to do something at a particular time, I allow my day to flow the way it needs to.

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1 May, 2019

Ask Nicole: How Can I Convince Clients to Focus on the Process AND the Outcome?

By |2021-08-19T20:32:56-04:00May 1st, 2019|Categories: Consulting|Tags: , , |0 Comments

Have a question you’d like answered? Let me know.

Tammy, a licensed independent clinical social worker and consultant based in the Pacific Northwest, recently sent me a really thoughtful email. Tammy writes:

Hi Nicole, 

First, I just want to thank you for writing your blog, and let you know upfront that this is one of those, “Thank you! I needed to read your website.” kinda emails.

In consulting work, I feel like I’m going to struggle with communicating how design-based thinking and evidence-based decision making (and not necessarily Evidence-Based Programs (EBP)) could be really powerful tools for organizations. Where I live, the agencies that design their own programs are often bootstrapped for cash; and the ones with money will just purchase a curriculum and send their staff to a national training on how to implement that curriculum. To get funding for a lot of things out here, you need to use an EBP. I’m a big fan of evidence-based decision-making processes, but I think most pre-packaged evidence-based programs (at least that I’ve worked with) are like disempowering wet bandaids that never really stick! It seems like most organizations are more willing to pay someone else to train their staff to implement a very structured program that’s already been created than they are to work with someone to design a program that really suits their needs, strengths, and resources (even when they acknowledge they probably would do a better job than the pre-made curriculum!)

So, the question is: how do you help people realize the potential for design-based thinking and evidence-based decision making processes in a non-profit/agency world that has become relatively disempowered in the realm of program design? Have you run into that at all with your consulting work focused on program design? If so, how do you navigate that conversation? 

A few months ago, a prospective client organization came to me about a project opportunity. I had some initial conversations with the client, but I got the sense that what they wanted and what my process is weren’t in alignment.

It was confirmed when the client asked me to further explain one key aspect of my process. The aspect–something that the client initially agreed with and wanted to be included in my proposal–focuses on participatory processes between myself, the staff, and key stakeholders. The client seemed less interested in this aspect and wanted me to tailor my approach to just outcomes.

Over the past year, I’ve developed more of an interest in working with clients to develop, evaluate, and refine their process versus solely focuses on outcomes. So, I knew deep down this wasn’t the project (or the client) for me.

The bulk of my consulting as of late has centered around evaluation, with design thinking included depending on the work scope. I’ve found that clients who’ve hired me to evaluate a specific program have been more rigid in what takes place in our time working together compared to clients that hired me specifically for capacity building purposes that span all of their programs and services.

This comes down to whether the client is focused more on the process or the outcome. Based on my observation, when client organizations are focused solely on outcomes, they’re confined to certain parameters that may be heavily influenced by a funder, things being “evidence-based”, or a deadline. As a result, I have more flexibility with clients that have hired me for building organizational capacity and learning about their programming in a more exploratory manner.

Outcomes center around aspects of a program that led to data that can be reported on, including the number of participants and how they engaged with the program. A more process-centered approach assesses how the program was developed, how it got to where it currently is, and what factors along the way got it there (including staff capacity.)

Ideally, you’d develop a process that addresses both. However, the approach the client wants to take can ultimately decide if you’re going to have a great time partnering with this client or spend most of your time arguing back and forth.

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3 Apr, 2019

Ask Nicole: How Do I Get Friends and Family to Support My Goals?

By |2021-08-19T20:28:27-04:00April 3rd, 2019|Categories: Consulting|Tags: , |0 Comments

Have a question you’d like to see answered? Let me know.

Last week, I was in Chicago to facilitate an evaluation meeting with one of my Chicago-based clients and to co-facilitate a roundtable discussion with them during the 2019 Culturally Responsive Evaluation and Assessment Conference.

When my flight touched down back in New York, I called my dad to let him know that I’d landed. I do this every time I travel somewhere.

While on the phone I’d mentioned to him that, while sitting in one of the conference sessions, I’d gotten an email from a prospective client interested in engaging me on working with them on a 2-3 year project, and how we’d set up a time for the following week to talk about it so that I could determine whether I’m a good fit for the client.

My dad commented, “You’re getting up there in the world”, and that he was happy to hear that things were going well with the business and with my clients.

Over the weekend, I celebrated the 3rd year anniversary of me submitting my resignation letter to my former supervisor, with a final employment date of May 31st. I had no problems staying on to help recruit and train my replacement. But the main reason why I wanted more time was so I could prepare myself to tell my dad that I would be leaving to go work for myself.

My dad is in his early sixties and has been with the same company since he was 18, and prior to my mother’s death in 2001, she’d been with her company for 20 years. I was two weeks away from leaving my job when I finally told my dad. He asked a few questions but didn’t say much after that. 2016 was a good year for my business, but things were very rocky the following year to the point where my family was worried for me. By the end of 2017, my business was moving in a more positive direction, and my dad went from checking in on me on a weekly basis to checking in on me whenever I would call home.

For many, this is the context we grew up in: seeing friends and family work for someone else. And when we share that a goal of becoming self-employed (or any goal for that matter), what we’re looking for is support and confirmation that we can do it.

We want to know that the people we have around us support what we do. Friends and family can be well-meaning, but it’s important to understand that not everyone will understand your goals and may not be able to help you achieve them. Especially if they have not had the same experience. But they do want to support your efforts.

In order to get friends and family to support your goals, you have to be clear about the type of support you want from them. In my case,

Initially, I would encourage friends and family to sign up for my newsletter letter or to follow me on my social media platforms. Once I identified the type of support I wanted from them, I slowly stopped doing this and requested instead for their emotional support but also gave them the opportunity to self-select how they want to support me. Emotional support for me includes checking in on me to see how things are going or sharing with others what I’m doing in my business.

Though I prefer emotional support, I’ve had friends hire me for trainings or projects because they were in a position within their organization to do so, and they believed I was a good fit for their needs. Or they’ve referred a prospective client to me.

The other way you can persuade friends and family to support you? Actually doing the work.

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