Working in the social services industry can be incredibly rewarding, but it can also be extremely challenging. Folks in this field often struggle to maintain strong mental and emotional resilience while also providing caring support to those who need it most.

Burnout is a real issue, so it is especially important for leaders in our industry to take steps to ensure their teams stay passionate, keep a positive outlook, and ultimately find satisfaction and joy in their work.

Here are eight strategies I use to improve workplace morale and help ensure that my teams remain motivated, productive, and engaged.

1. Training

At one time or another, most supervisors have seen their staff get overwhelmed. Sometimes this happens because a staff member is unsure what to do or how to respond when things go wrong. Untrained or undertrained employees get overwhelmed more easily. And that can really drive morale down.

Conversely, dynamic, entertaining and interactive job training allows the employee time to absorb the information more deeply so it becomes intuitive. When employees are trained thoroughly, they are eager to enter the workplace, ready to take on new challenges.  There is a rhythm to good training: present the fact or policy, tell a story to drive the need for the policy or fact home (good to pair with something that triggers an emotional response), add a bit of humor, then enlist the attendees in a reframe or practice skill.

Well-trained, confident workers have what they need to immediately contribute, quickly integrate into the workforce, and be effective. Ensuring new employees are helpful and knowledgeable is one of the best ways to support positive workplace morale. Colleagues welcome well-trained additions to the team because they know they can start contributing immediately.

On the other hand, agencies with poor training programs throw new hires into high-stress situations right away. Seasoned staff know that newcomers are set up to fail. And when co-workers expect the new person to fail, it increases the likelihood of mistakes. That’s why insufficient training lowers morale. Experienced employees must work harder to fix the newcomers’ errors, making the new person feel incompetent and a burden to the existing staff.

2. Lead by Example

Leaders are the most influential voices in any organization. Their actions can have a powerful impact on the attitudes and behaviors of every employee. That’s why leaders must embody the actions and attitudes they expect from their staff.

Like it or not, your employees watch your examples to learn the corporate culture, find acceptable ways to deal with conflicts, treat co-workers, interact with clients, handle failure, and determine job satisfaction.

Your actions and words will be echoed by your employees. If you spot destructive or demoralizing behavior, check yourself to make sure it does not reflect your own management style.  Be sure not to give a pass to demoralizing behavior you see – if you don’t make an effort to address it, you send a message to your team about your values.  You must be the model of good behavior, and your staff will follow.   

3. Don’t Hide Your Mistakes

Mistakes are the worse. We think they make us look weak. But the truth is that no one is perfect, and every single person makes mistakes. In some companies, leaders do everything they can to cover up mistakes, blame it on someone else, or pretend it never happened. And I never want to work at those places.

If leadership acts human, it gives the staff permission to be human. Morale is much higher in places that don’t demand perfection at any cost. In our workplace, we know that mistakes happen and work hard to correct them.  No matter the number of employees you have, you are running a business with humans.  Humans have lives outside of work and that life impacts work performance.  A personal health issue one is facing, the dissolution of a marriage, sick child, death of a parent, on and on – we don’t know what challenges our employees face outside of work, but we can be sure the influence is present.  

As the leader openly admitting missteps, you are telling your team that accidents aren’t the end of the world.  Sharing executive fumbles also helps squash the “gotcha” culture prevalent in any industry. Admitting blunders and fixing them shows your team what to do when mistakes happen. They’ll know they are expected to own errors and fix them. And morale is always higher when employees understand that one slip-up will not brand them for life.  In my perspective, any mistake is an opportunity to teach others how not to replicate that same error.  I chalk it up to more good stories to add to a training session. 

4. Smile Early and Often

Smiles are contagious in the best way. I take my job very, very seriously, but that doesn’t mean I don’t try to have fun at my job. I laugh every day. And so does my co-founder and all of my leadership team.

We smile a lot at CIS. Our DSPs smile, and we want to see our clients smile. In fact, smiles are a core part of our corporate culture. However, happiness and joy don’t just happen, so we start by creating confidence and trust.

I know there are absolutely days when smiling and happiness are impossible, but those are exceptions, not the rule. Shoot for 90% happiness, and your workplace morale will skyrocket.

If you happen to work in the healthcare field you are likely still wearing a mask most of the day.  Even though your actual smile cannot be seen, your smile emanates from your eyes and the energy of a smile through the rest of your body.  So, keep smiling – even if your pearly whites cannot be seen.

5. Embrace Transparency

Transparency in staff performance, expectations, and business performance builds trust, helps people feel safe, and improves morale. Whether you tell them or not, many employees will know that regulations have changed, economies have shifted, and businesses must evolve.

Instead of keeping them guessing, share your business goals, challenges, and successes. Transparency not only reduces gossip and guessing but also flatters employees by letting them know you trust them with the whole picture.

6. Praise Generously

What is one of the first things we are taught as children?  How to say, “Please and Thank you.” Some leaders are worried that if they praise too easily, employees will start to expect it. But those leaders are missing the point.  Employees thrive in work environments where they feel appreciated and valued and receive praise for big and small wins, just like big and small mistakes are noted. When people do what’s expected of them, thank them. When they exceed expectations, praise them with a big wo-hoo! When they make a mistake and fix it, acknowledge their efforts, thank them, and give a congratulations.

People feel better about themselves and their jobs when they feel respected. So don’t hold back.  

7. Be Vocal About Your Social Mission

I’m in social work for a reason, and I’ll bet you are too. I do this to make the earth better than when I got here, and I try to surround myself with people who want to do the same. That’s why I never hesitate to remind employees that we are doing soul-building work that requires much and gives much back. I want everyone in our company to embrace that!

Talking about the value of your social mission is one of the best ways to keep your staff motivated. Remind them of the good they do and the importance of their work.

8. Respect Time Out of the Office

We’ve all got smartphones that enable us to reach employees at any time of the day or night. But that doesn’t mean we should do it. Overworked employees soon become overwhelmed and burned out. That cycle can accelerate in social work because staff must put so much emotional energy into their work.

To keep morale high, create clear boundaries and don’t cross them. Encourage employees to unplug when they leave work. Avoid sending after-hour emails. Allow your team to get into a downtime routine and avoid changing schedules or disrupting that routine. Be as generous as you can with time off, and for goodness’ sake, don’t contact employees during their vacation.   And if by accident, you do – apologize!

Good Morale is Good Business

Keeping morale high feels like a nice thing to do, but it’s also good for business. Agencies with good morale are more productive and more cooperative. They’re able to deal with crises more effectively. As a result, employee retention is higher, and turnover is lower. So, think about how you can increase morale in your workplace. It isn’t always easy, but it’s always rewarding.

When my partner and I took over CIS 19 years ago, I was happy to lead the strategic planning process. Each year, working on the plan allows me to step back from the day-to-day challenges of our agency and think about how CIS can grow, change, and get better at what we do.

With some preparation and research, you can create a strategic plan to reach your social service agency’s goals efficiently. Here is the framework I use. I hope it enables you to develop strategies for success in your field.

Step 1: Start by Inventorying Existing Plans and Goals

Unless this is the very first strategic plan ever created for your organization, the first step is review. Look at your agency’s most recent plan and inventory past goals and objectives. Take note of when your organization last created a strategic plan. Research how goals and objectives were tracked or measured and note any evaluations or relevant scores.

In addition to evaluating the relevance of existing plans, review measurement procedures. Is the evaluation process adequate? Does it need tweaking or even overhauling? As the management consultanta , Peter Drucker says, “what gets measured gets managed”

Establishing confidence in a current plan and associated evaluations is the first step. If it is solid, you can build on it. On the other hand, if the plan is outdated, insufficient, or non-existent, don’t get discouraged. That may give you the opportunity to build a new plan from scratch.

2. Revisit the Mission Statement

When it comes to setting and achieving strategic goals, don’t forget to revisit the mission statement. It’s a reminder of high-level goals and can serve as a helpful guide for staying focused on the big picture. Reviewing the mission statement should provide clarity on what is working well and what needs to be improved.

Use your mission statement as a filter. Everything in the strategic plan should be aligned with the statement and directly support long-term goals.

Step 3. Complete a SWOT Analysis

SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. Strengths are things that already exist in some form within your organization, such as exceptional facilities, experts on staff, awards and recognition, or high success rates.

Weaknesses are internal challenges. They might include things like aging equipment, poor location, staff shortages, or conflicts within your organization.

Opportunities are outside factors that favor your organization. Examples include an increasing need for your services, government leaders who champion your cause, or a decline in providers offering the same services in your area.

Finally, threats are external conditions that create headwinds. Perhaps recent legislation presents a new obstacle. Maybe shifts in the industry, social events, or even economic dips make it harder to execute your strategies.

SWOTs are not meant to solve anything. But they make the strategic planning team aware of how difficult or easy it will be to take on new challenges in the coming year.

Step 4. Develop Strategies and Tactics Aimed at Improved Performance

A strategy is a top-level summation of a plan of action. In the strategic planning process, strategies provide directional explanations for reaching long-term goals.

For example, if a long-term goal or objective is to “reduce recidivism,” your strategies might include

• Develop relationships with local police to explore potential triggers for recidivism
• Leverage university resources to research causes of recidivism formally

If a long-term goal or objective is to “provide best-in-class service,” your strategies might include expanded services, enhanced facilities, or measures designed to attract and keep top-tier staff.

Tactics come next. These are the details that explain how you’ll execute strategies. For example, let’s revisit the strategy of “Develop relationships with local police to explore potential triggers for recidivism.” How will that work, exactly? Sample tactics might include:

• Appoint internal liaisons to work with local police
• Conduct research by conducting fifty one-on-one policy interviews to solicit opinions on recidivism
• Share results with police and stakeholders
• Explore the possibility of creating a recurring panel with police and local stakeholders to discuss the issue and brainstorm new approaches

Once you have strategies and tactics in place, you’re ready to assign duties and start making progress.

It’s also smart to format tactics in ways that make measurement simple. Remember that part of the next plan is tracking the success of each tactic. In some cases, it’s easy. (You either completed research or you didn’t.) In others, including specificity and numbers may be necessary.

For example, for the tactic “Share results with police and stakeholders” the measurement is not clear. In this case, you might want to revise the tactic into two parts, as shown here.

• Share and discuss results with the city’s chief of police.
• Share and discuss the results with mayor, state senator, and at least four local media outlets.

5. Financials

Now you need to get down to the math. You’ll need to document financial considerations and include estimates for each part of your strategic plan. While many aspects of your strategic plan will be mission-driven, some features are practical considerations. For example, will your budget allow you to buy new equipment? How will you fund research? How many people can you employ? 

At this stage, it’s wise to lean on the folks in accounting, HR, and operations to create reliable budgets. A well-rounded team can produce accurate estimates and help identify potential trade-offs. For example, if you must invest $100,000 in a new piece of equipment, how can you fund it? Can you get more funding, amortize the expense, or do you need to eliminate other costs? Your financial team can help you develop options.

6. Create Public Value

In our world, public funding is a reality. So your strategic plan must dovetail with the needs of your public audiences. These stakeholders usually include some combination of public administrators, community leaders, industry leaders, mental health experts, local healthcare organizations, and government policymakers.

Keep your stakeholders’ agendas in mind throughout the strategic planning process. If you’re not sure what their agendas are, talk to them. Make sure you know exactly what other people need and expect from your social services organization, and structure your plan in ways that ensure you can deliver on expectations.

Now Get Started!

Strategic planning isn’t quick or easy, so give yourself several months to complete it. Remember that you’ll need to do some measurements, access other opinions, create a financial team, and more. And day-to-day priorities will get in the way and occasionally hijack your schedule. That’s why I strongly recommend giving yourself about twice as much time as you think you’ll need.

Strategic planning is one of the most effective ways to positively impact a social services agency. If you follow these steps, give yourself plenty of time, and bring in experts when needed, you’re on your way to making a big difference in the success of your organization.

That’s because anyone who works with people knows that one size does not fit all. Humans accumulate a wide range of positive and negative life experiences. Their mental and physical abilities, combined with their experiences with support systems such as families, schools, and caregivers, influence how each person processes information. The result is millions of different people acting and reacting in millions of different ways.

When Janell and I started Community Integrated Services (almost two decades ago), we knew our success depended on developing custom plans for each new client. CIS was created to help people with developmental disabilities and a history of behavioral issues. When helping these people, we can’t make assumptions or develop assembly line approaches: we have to meet each new client where they are.

But custom approaches can take a lot of time and money to execute, and we wanted to make every dollar count so that we could expand. There is a long line of people needing services like ours. We knew that if CIS could scale up, we could help more people. So how could we grow efficiently while still employing a totally customized approach?

Customized Doesn’t Mean Unplanned

Community care at CIS is based on individual instruction and support plans (IISP) and positive behavior support plans (PBSP). Program managers create these plans for each client based on the client’s history, abilities, goals, and progress.

While each plan is individualized, program managers start by working with an established framework to analyze needs. They then reference a set of established criteria and work with other specialists to create customized care plans that meet all state and federal guidelines and take advantage of the latest research and information.

Once a plan is created, it allows an entire team to work together. It serves as the shared point of reference for a group of people. Much like a medical chart in a hospital, a CIS care plan allows different people to interact with clients without changing direction. Direct Support Professionals, or DSPs, follow these plans closely to meet clients’ emotional, practical, and medical needs.

We adjust and change plans based on our clients’ evolving needs or progress, but the process of planning is a core part of our business model.

Create a Deep Bench

We’ve found that the best way to provide consistent care is by helping our staff learn more than one skill. For example, many members of our senior team joined us to do one job but also showed skills in other areas. Once we spotted these abilities, we helped them grow into new positions that leverage their range of talents.

In sports, it’s called creating a deep bench. We are intentionally creating a flexible workforce by helping current employees expand their knowledge and expertise (instead of hiring a new employee with siloed skills). Staff can cover for co-workers in other departments.

For example, if a DSP can also help out in compliance, we are growing two skill sets. That DSP might continue to work with clients, or they may shift into compliance full-time, based on skills, need, and aptitudes. Developing multiple skill sets also minimizes the impact when a key hire leaves.

Don’t Assume

Assumptions allow people to navigate through the world efficiently. For example, we may assume people with a particular job title act or react in specific ways. Maybe we treat cashiers and teachers differently based on past experiences. Some assumptions help us navigate life without examining each encounter with fresh eyes.

However, assumptions are rarely helpful when interacting with social work clients. Each employee at CIS must meet each person without prejudices. We don’t assume they will interact or react the same way as another client.

This approach requires our staff to work harder, observe more closely, and take more time to really learn how each client is unique. Observation and analysis are needed before we can begin to create effective care plans.  Our intentional refusal to make assumptions helps us serve our clients more effectively. It also prevents us from rushing into treatment plans based on the needs or behaviors of other clients.

Make Customization the Norm, Not the Exception

If you want to implement a fully tailored approach, it’s crucial to make customization the core of your business model. That means that made-to-order is the norm, not the exception.

Instead of trying to create standard versions and adding customizations, develop processes that allow you to adapt every time. For every client, our approach starts with formal evaluations. We then submit paperwork to the state and assign a support team that includes DSPs, supervisors, and program managers. These steps are mandatory, and we do these things every time. 

But the evaluations are simply information gathering. They provide the data needed to create individualized plans for each client. And while these assessments have a framework and requirements, we can change them when needed. We have to meet baseline goals and objectives, but we can then include elements as we discover the need for them. For example, we may accept a client with paperwork that doesn’t indicate any medical issues. During the course of our evaluations, we may discover they have significant hearing loss. That changes our approach, and we’ll start creating plans incorporating hearing loss. We help the individual access a specialist or try out hearing aids to help us address all of the client’s needs. We add and adjust as the complete client profile is developed.

Conversely, we don’t discover hearing loss and then ignore it. Even though the hearing loss was not part of the initial profile, adapting and adjusting to new findings is part of what we do. It may add work to the process, but these shifts are never avoided or ignored. That’s what true customization affords us: the ability to treat clients holistically.

Building on a Structure for Customization

In the end, we can be creative problem solvers if an organizing structure is holding it together. We have a basic framework that keeps us in compliance. It helps us maintain standards, develop efficiencies, routinize approaches, and establish pathways for success.

Like the framework for a house, our structure is spare, practical, and necessary. And it also allows us to build custom programs quickly and efficiently. The structure is there to support the customization.

With a solid structure providing core strength, we can continue to customize and grow. And in our line of work, growing also means helping more people. It’s the rationale behind everything we do, and we wouldn’t have it any other way.

I’m not suggesting you ask others to smile, and I don’t want you to constantly mask your feelings. Instead, I’m encouraging business leaders to put their best selves forward. Don’t hide smiles. Try being kind and fostering happiness. Choose to show your humanity and warmth in the workplace. If leaders can smile more at work, it may just help your business.

The Science Behind Smiles

When people smile, it triggers the production of stress-reducing endorphins. Endorphins are hormones that reduce anxiety, boost self-image, and can even relieve pain.Smiles also reduce stress-producing hormones like adrenaline. That means smiling elevates mood and reduces erratic behavior. Sounds good, right?

So, when you smile, you can actually improve your mental health a little bit. But did you know that facial expressions are contagious? When you smile, it also impacts the frame of mind of the people around you. That’s why I make an effort to enter my building each morning with a smile. I know that my staff is going to take cues from me. If I’m smiling and enthusiastic, they tend to follow my example.

In fact, anyone who enters a room with a smile and optimistic energy can lift the spirits of the people around them. So in the workspace, this means employees can be more relaxed, less stressed, and set in a positive – thus productive, mindset.

The Power of Friendliness

Is it weird that I’m telling people to be friendly? I mean, kindness is what we teach our kids at home and school, so it seems like it should be built into us. It’s a fundamental part of being a good human. But sadly, many workplaces discourage friendliness. They think it gets in the way of productivity. How many of you have heard managers say things like “Less chit-chat” or “Talk on your own time.” Maybe they’ve said, “You’re not here to make friends.”

These managers think they’re boosting productivity, but in my experience, friendliness (and making friends at work) is a productivity booster. The office runs better when coworkers are kind to each other, greet one another with a “good morning” or “hello,” and exchange pleasantries. People relax. Fewer mistakes happen. Cooperation skyrockets.

So here it comes: friendliness starts at the top. Friendly supervisors have friendly employees. Their staff gets along with each other. Morale is higher. Turnover is lower. Workers are more likely to be loyal and engage from a place of compassion. And that’s all good for business.

Stay Positive

We all have bad days, but that doesn’t mean we have to have negative outlooks. In fact, one of the interview questions we ask manager candidates is designed to determine how we can best support them if they are having a bad day (again, because we all have them). We know that if someone feels alone in their funk, they have a tendency to stay in that feeling longer. Our goal isn’t to force someone to feel better but to instead give the individual the type of support they need so they don’t feel unseen, unsupported, or alone.  From this springboard, the individual’s spirits begin to lift simply by the support they experience from their supervisors. 

Building in intentional optimism, in how we interact with one another as a team and how we interact with our clients and customers, is how we consciously tell ourselves to focus on hope. That’s a valuable business asset. After all, what’s the use of having a business if you don’t believe that you are doing good work and that it will eventually produce positive results? While optimism motivates, pessimism chips away at confidence and generally destroys morale.  So, I vote for optimism and positivity! How about you? 

Depersonalize Outside Negativity

As a person who works in social services, I know that when an offer of help is met with resistance, it isn’t personal. It’s not about me or what I did. In social work, we recognize that clients come to us with complicated histories that can trigger irrational responses. So, when a client lashes out, I remind myself that I just happen to be the person standing in front of them at that moment. Maybe they got word that their parent won’t be able to visit them tomorrow, or they just got laid off from work, or maybe they just don’t feel well. The “what” isn’t necessarily the thing one needs to focus on. Instead, it’s important to focus on our ability to deflect the resistance which is directed at us in that moment.  

That same ability can extend beyond my field.  There have certainly been many businesspeople that have gone into a meeting happy and optimistic and come out demoralized, unsure of what went wrong. Usually, disproportionate responses in a business setting mean you’re getting the fallout from other arguments or unrelated struggles. They are “taking it out on you.”

It’s easy to let that kind of behavior demoralize you (you don’t deserve it!) But if you experience unexpected or undeserved rudeness, I challenge you to remember that everyone is fighting a hard battle. Instead of feeling hurt or angry, remember that you just happened to be the person standing in front of them at that moment. Instead of taking it personally, think for a moment about what could be making your client, coworker, or customer act in a hurtful way.  Then remind yourself that it is not about you. Get re-centered and smile. You know you.

Do Your Own Experiment

Okay, science tells us that smiles boost moods and that positivity is contagious. So, if you’re still a doubter, do your own experiment. Next time you walk into a room that feels filled with nervous or negative energy, stop. Take a moment and refocus your mindset to be cheerful and pleasant. Greet everyone with a smile on your face.

Did their energy change? Did they sit up straighter, lean forward, or smile back? I bet most of them did. And if there were negative holdouts, you’ll get them next time. After all, when you repeat positive behaviors, more and more people model it each time.

So, focus on the good you do – remind yourself of the good around you, start smiling, and smile often. Not only does it help people around you feel better, but it can also increase productivity and decrease turnover in the long run. And who doesn’t want to smile about that?

Undergraduates Can Create Career Pathways

A career pathway is a preparatory approach to starting a career. For example, a university is often a prerequisite for a variety of professions. You must have a nursing degree to be a nurse. Lawyers have law degrees. Teachers usually have education degrees.

But career pathways are also a collection of experiences, job history, memberships, and activities. Volunteerism, professional affiliations, networking, and professional experience can become part of a rich and varied pathway.  

For instance, a student who graduates with an education degree is ready to start applying for teaching positions. But, because every other teacher also has a degree, that qualification alone doesn’t make a candidate stand out.

But if that student with an education degree has also volunteered with Special Olympics, held a part-time job helping adults with developmental disabilities, and been a member of the Association of Professional Humane Educators (APHE), their career pathway becomes much more focused. They’ve demonstrated commitment and gathered practical experience during their college years, setting them apart from other first-time job applicants.

Part-Time Jobs Can Build Resumes

Many students want or need to get part-time jobs while in college. However, well-paying jobs usually demand regular hours or full-time status. Because university class schedules and availability changes from semester to semester, students often take flexible positions as waiters, bartenders, or cashiers. But it doesn’t have to be this way.

With some footwork, many students can find better-paying part-time jobs that inform their chosen field, expose them to broader perspectives, and look good on resumes.

For example, at CIS, we offer part-time jobs in Spokane and South King County that start at $20 per hour. Students who work at CIS will learn about adults with disabilities and behavioral issues. Working as a Direct Support Professional (DSP), students will learn about the role of community care and some aspects of social programs in Washington State. As DSPs, our employees will gain knowledge and perspective from colleagues with expertise in education, psychology, psychiatry, government, criminal justice, healthcare, social work, administration, and human resources.

Students who work at places like CIS gain a better understanding of their chosen profession.

After all, this kind of first-hand knowledge and real-world experience fortifies career pathways and provides relevant context for many types of higher-ed coursework.

Part-Time Job Checklist for College Students

How can students find part-time jobs that build career pathways? Here are a few job-hunting tips to follow:

• Build relationships with professors. They are often asked to recommend students for good jobs. Make it clear that you’re looking for immediate part-time work related to your major.
• Talk to your college advisor. Let them know you want to build your resume with part-time work. They can often provide suggestions for employers that welcome students.
• Don’t ignore job listings for full-time work in your field. In this job market, some employers are willing to be flexible. If you let them know you’re studying the field and want to get paid experience, they may accommodate you by creating a part-time position or referring you to another opening within the company
• Try to move past the desire to work at “fun” or “cool” workplaces. Theme park or bartending position can be enjoyable, but the experience gained probably won’t impress future employers.
• Look for jobs that offer paid training. Many positions require job-specific training or certification. The employer may pay employees for the training and all fees for obtaining such credentials.
• If all else fails, request an exploratory interview, and position it as a part of your studies. During this interview, you’ll ask an executive or someone from human resources questions about what’s required to work there, what kind of people they hire, and where they advertise for new employees. Once you’ve established rapport, you can ask if they’d ever hire someone like you for part-time work. Even if they refuse, you have gathered valuable intel to help you better position yourself for the next interview. 

Apply for Part-Time Work at CIS

If you or a college student you know in the Spokane or South King County area is looking for well-paying part-time work that will fortify their college resume, encourage them to apply for a position as a DSP at Community Integrated Services. We start employees at $20 an hour, and with a bit of notice, we’re usually able to work around college class schedules.

Work at CIS will enhance resumes for students getting a degree in education, healthcare, law, criminal justice, law enforcement, social work, government, social policy, sociology, nonprofit management, community development, organizational leadership, and more. Apply today!

In human services, Direct Support Professionals, or DSPs, are a big part of making a positive difference. They’re front-line team members who make our clients smile, progress, and thrive.

While the job can be challenging, it can also be truly rewarding. When DSPs put their heart into their job, the returns are amazing.

What are DSPs?

My company, Community Integrated Services (CIS), offers community care for people with developmental disabilities and a history of challenging behavior. These folks are our clients.

DSPs, or Direct Support Professionals, work directly with our clients, helping them learn to take care of themselves and their homes, working to manage behavioral issues, helping them shop, and in many cases, even supporting them with a job.

While it may sound low-key, before anyone can work with people with developmental disabilities, our DSPs undergo on-the-job training. In addition, DSPs are held to a high, nationally validated Code of Ethics and a set of Core Competencies.

Finding Joy and Success in a Job Well Done

In this employment market, many people can find a range of openings with relatively good starting pay. Running a cash register, working in a warehouse, or driving an Uber are relatively easy jobs. But for many people, those situations also become dull or boring. Easy, low-stress positions sound attractive to some, but these occupations work against human nature. Humans need challenges. We find the most satisfaction when we tackle jobs that clearly matter.

DSPs are working to help people who society often ignores. Our teams find joy in addressing complex situations and in helping the “less fortunate” among us – those that others won’t.

Experiencing challenging situations helps our team members to be genuinely grateful for our individual blessings. I often say that many of us come into the world with precious advantages: intelligence, basic education, a reliable family, friends, and reasonable health.

It can become easy to forget how lucky we are to have these things. But when DSPs work with our clients, it’s hard to ignore the fact that having seemingly small advantages can make significant differences. Many clients come to us with a history of abuse, incarceration, homelessness, or other challenging circumstances that may contribute to behavioral issues. They may also have physical and psychiatric conditions that require medication, monitoring, and professional medical attention.

Care Through Coaching

DSPs are more than personal caregivers. They don’t do things for the clients. Instead, DSPs help clients learn how to do things for themselves. In a way, they are coaches. For example, DSPs don’t shop for clients but may take clients to a store and coach them during the shopping process. They don’t make food for clients, but they may teach them how to operate a microwave, fry an egg, or prepare pasta. The idea is to help an individual be as independent as possible. We may have someone that is non-verbal and considered significantly delayed, but we can still help them learn to sort the dark clothes from the light clothes, how to scoop the laundry soap into the washer dispenser, and to press the button to start the washer. Even the completion of the seemingly minutest chore can become a huge boost to someone’s sense of self. And, of course, we celebrate such moments with the individual. A “woo-hoo” here and there can brighten anyone’s day.

All community care at CIS is based on individual instruction and support plans (IISP) and positive behavior support plans (PBSP). Care specialists create these plans for each client. DSPs follow these plans closely to meet clients’ emotional, practical, and medical needs.

These plans are used as a life planning process. They’re designed to enable people with developmental disabilities to live their best life. DSPs play a pivotal role in these plans, and that can be immensely rewarding.

Becoming a DSP is a Great Way to Start a New Career

Finding joy in work is vital. But it’s even better if a rewarding job is a stepping stone to a meaningful career. Becoming a Direct Support Professional is a great way to begin a career in human services, community care, and related fields.

At CIS, we offer fully paid DSP training and even cover certain certification costs (NAR if working with a delegated client). We also offer very competitive starting wages. Candidates do not need to have prior experience. Full-time employees receive generous benefits, and we often promote from within. So, at CIS, DSPs are often surrounded by managers and support teams who also started as DSPs within these very walls.

If a job as a DSP sounds appealing to you, I strongly encourage you to apply at CIS for positions in South King County and Spokane. We keep job listings current on career page. We’re hiring at both locations and would love to meet you!

CIS is an agency committed to offering compassion, providing support, documenting incremental progress, and creating hope for a better future. If you’re not in human services, that last sentence probably sounded cliché. But it rings true for the people who spend their days working on some of society’s biggest challenges.

Helping new employees see the value in this kind of work isn’t always easy, but what they do matters. And we want to help them succeed. So when things get tough, we often recommend one of these powerful strategies.

1.   Stop Looking for a “One-Size-Fits-All” Answer

We deal with people. Our clients come to us with a combination of developmental disabilities, a history of abuse, health issues, and behavioral problems. Each client is very different.

That means there is rarely one right way to approach any given task. There might be the best way for now or the best course given your time and resources, but no one-size-fits-all answer. That’s why we sometimes pursue exceptions to our policies, treatments, or approaches. When you’re a DSP, the best strategy is to treat each client as a genuine individual and stay flexible.

2.   Meet People Where They Are

Social workers love this phrase, and it’s kind of my own professional mantra. Meeting people where they are is all about acceptance without judgment.

All of our clients come to us with challenging personal histories. Many have been abused or neglected and have a history of unstable housing opportunities.  They can struggle with serious health issues. Often, a client doesn’t yet have a clear understanding of boundaries or expectations.

Meeting people where they are requires us to let go of personal histories and expectations. Instead, we focus on the client’s reality, ability, and needs right now. This philosophy requires me to accept that life made them as they are. I try to let go of labels like “good” or “bad.” Instead, we focus on creating plans to help and support each client to grow into their next stage.

3.   Generalizations Can Be Counter Productive

Even when employees have accepted that there is no “one-size-fits-all” answer, they are still tempted to generalize. The danger in generalizations is that DSPs may want to categorize based on past client history instead of taking the time to do careful evaluations. The employee may think, “They are the same as the client who came in a few months ago. We’ll apply the same treatment plan.”

But the combination of disabilities, disorders, and traumas constantly changes, which means that people are rarely “the same.” So instead of generalizing, our DSPs must spend time observing, analyzing, and understanding each client before we can create a plan to help them thrive.

4.   It Takes Time to Trust

CIS clients often come to us with their guards up. And while we provide compassionate, predictable environments, it’s rarely enough to generate client trust. Instead, each client needs months, even years, to feel safe.

Our DSPs can become impatient during this process. But we remind them that our clients are moving as fast as they are able. They have built up emotional armor over the years, and a failure to trust is not intentional or even controllable.

5.   There is no Trust Without Consistency

One way our DSPs can build trust is to be reliable. That means they make extra efforts to show up consistently. They don’t make promises they can’t keep and tell a reasonably polite version of the truth. Once the client sees that the DSP is reliable, trust begins, and everything else becomes more manageable.

6.   Don’t Underestimate the Power of Small Victories

When it comes to clients with developmental disabilities, accomplishments happen in inches, not yards. Each small change or minor shift should be considered a cause to celebrate

7.   Never Give up. Progress Can Take Years.

The hard truth is that some of our clients may never truly recover. Perhaps we’ve tried ten different approaches, and the client hasn’t responded to any. Unfortunately, in social services (and in life), progress is not guaranteed.

But that doesn’t mean we give up. Maybe we can’t help everyone, but we can never stop trying. At CIS, our teams understand that even if a person seems beyond our help, we don’t stop searching for a more effective approach.

Do You Know Someone Who Would Make a Great DSP?

If you know someone interested in starting a social services career and looking for a company that trains new employees and pays for certification, visit our career page and check out our current listings in South King County and Spokane, Washington.

If you’re one of the people connected to me on LinkedIn, you may remember that my invitation to join often says, “together we can change the world.” Most of you seem to get it, and I love that.

After all, changing the world is what we social workers (does it matter that I am not a social worker – I am a Counselor doing social work??) do. Most of us entered the field to be part of the solution. While the definition of “the solution” differs from person to person, most people want to help others in the most effective ways possible.

Unfortunately, as we work on our mission of changing the world for the better, we all encounter barriers. Sometimes those barriers can be navigated, but often they present a frustrating roadblock that stops our progress. And frequently, public policy is the barrier.

 It’s crazy to think that public policy, theoretically designed to help people, can actually be the thing that prevents us from doing what needs to be done. But if you’re in the social work world, you’ve been there. So, what can we do? How can we actually change the world together?

Vote, But Don’t Stop There

 I’m a big fan of voting. There are all sorts of reasons voting makes a difference; representing marginalized people, amplifying your voice, supporting the best candidate, and being counted. But even if your candidate doesn’t win, there are many effective strategies you can use to keep fighting for change.

Stay Informed on Legislation

Even if your preferred candidate did not win the election, you still have an array of options to help you ensure your voice is heard.

The first step is to stay informed on bills in consideration and send comments on how you want your representative to vote. While one email may not change a vote, a sea of emails will soften a legislator’s resolve.

Both the U.S. Senate and House of Representatives maintain websites with a list of bills under consideration. Each state has similar websites. In Washington State, websites also feature functions that allow citizens to comment on the legislation. This same website instructs Washingtonians on how to participate in virtual committee hearings and submit written testimony. This written testimony becomes part of the archived legislative record. The website also supplies step-by-step directions for citizens who choose to have their position noted in the record.

Sometimes, it’s neither fast nor easy to read through legislation and figure out what, exactly, is at stake. You may find that much of the bill in consideration has little to do with your life or your concerns. That’s why some policy groups, such as The Women’s Congressional Policy Institute and The Brookings Institute, work hard to identify and highlight controversial legislation. The ACLU posts action notices about state and federal legislation relating to constitutional issues. In Washington State, groups such as the Community Action Partnership are good at tracking legislation related to social issues.

Each organization uses its own criteria to determine if legislation is important or controversial, so it makes sense to do your homework, find the groups that closely align with your concerns and passions, and work through them to stay informed on relevant state and national legislation.

Talk to Your Politicians

Start by sharing your views with policymakers. Sending short, professional, and informative emails about challenges in your life and your profession are one way to get elected or appointed officials to pay attention.

If you see barriers to progress, even if you’re not sure of the solution, it helps to send messages to elected officials. If crime is high, funds are too low, or you see too many people suffering unjustly, send emails. It sounds simple, but when enough people talk about the problems in society, politicians pay attention. 

• Want to let the President know how you feel on specific issues? You can get contact info here.
• Obtain contact info for U.S. Senators here.
• Find contact info for U.S. Representatives here.
• Congress.gov offers a list of state legislatures’ websites.
• If you live in Washington State, you can find your Representatives here.
• Get contact information for state governors on this website.
• The contact information for many mayors can be found on this website.
• Or use a search engine like Google. For example, if you key in “How do I contact the mayor of my town?” you should get a selection of sites that provide contact info. Being more specific helps. For example, keying in “How do I contact the mayor of Spokane, Washington?” brings up a list of relevant search results. This strategy also works if you’re looking for contact information for other public offices, such as the chief of police, council members, and public authorities.

Become Part of a Crowd

It’s easy to drown out one voice. But it’s impossible to silence an ocean of dissent. That’s why it’s so important to find like-minded organizations. If you can’t find one that supports your cause of beliefs, create your own group.

Creating an organization doesn’t have to take up all your time or money. Instead, you can start small by creating petitions or organizing public events. Setting up small, manageable protests not only amplifies your voice but also attracts other like-minded people.

Happily, it’s easy to find great instructions and advice for activism online.

Here are a few of my favorite sites.

The Campus Free Speech Guide

ACLU Protestors’ Rights

How to Organize a Protest – Amnesty International

How to Create a Petition – Working America

How to Create a Petition – The Constitution Center.Org

Even a Little Bit Helps

Listen, activism is not a “one-size-fits-all” proposition. Sometimes the scope of the world’s problems seems hopeless. But you don’t have to right every wrong. Just keep chipping away at the problems in the ways that make the most sense for you. Spend whatever time you can on political activism, even if it’s just a few minutes a week.

Stay Motivated!

As people working in the social work field, we already do so much in our professional careers to help people.  So we can feel a little tapped out at the end of the day. When you get that hopeless feeling, remember the wise words of Margaret Mead, “Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it’s the only thing that ever has.“

To get this vision, higher-ed students must understand the role human services and social work play in creating a solid community and a strong nation. While it’s common for universities to mandate classes in the sciences, political science, history, or literature, it’s much less common to require students to understand social policy challenges in our country.

Americans are Misinformed About Social Issues

A lack of understanding of human services and social work has serious consequences. Without the ability to look at the world in a fully dimensional way, college graduates may instead rely on pundits, political parties, or intentional misinformation to form opinions. The resulting issues are easy to spot in almost every aspect of social work. For example:

• One in four Americans believes poverty is the result of laziness.
• Americans have widely varying views on prison sentencing that are often linked to political party affiliations.
• 59% of U.S. men say single women raising children harms society.
• 44% of Americans believe government aid to the poor does more harm than good. 
• 30% believe that a weak personality causes depression.
• Roughly 30% believe that recovery from either mental illness or drug addiction is impossible.
• Although people with disabilities represent 12.6% of the population, only 41% of doctors are very confident they can provide adequate care to this population, despite federal laws requiring the delivery of such care.

My point is not to criticize opinions on these issues but to give students the tools to seek out multiple sources of information on social issues to inform their points of view. Most social policy professionals agree that individuals in need of support face multiple issues which hold them back from achieving their life goals. Social policy education will help more people understand how small problems can cascade into larger, life-altering consequences quickly.

Mandated Classes in Social Policy Offer a Range of Benefits

Making social policy a college requirement could mitigate many of these misconceptions. By asking students to study the history of social issues in America, the successes and failures of past and current programs, and the benefits of addressing social issues, we arm our future leaders with foundational skills that improve their ability to assess social issues throughout their careers.

Presenting a series of case studies and exercises allows students to critically evaluate all the factors that contribute to the existence of a range of social issues. We can demonstrate that people from all walks of life might rise and fall within a lifetime and show how human services may help people rebound from challenging situations. We can also explain that while poverty can be a trap, it is not necessarily the result of a bad work ethic or a lack of determination. And finally, we can emphasize that how Americans approach poverty, crime, abuse, disabilities, and homelessness has an enormous impact on the scope of each issue.

Demonstrate the Benefits of Sound Social Policy

 As someone who has worked in social services and education with a doctorate in educational psychology, it’s easy for me to see how social policy affects society. I spent years studying social policy and a lifetime practicing it. So, it’s frustrating to encounter smart people from good colleges who are not only uninformed but uninterested in learning more.

If we can reach college students in their formative years when they’re willing and able to learn and absorb new information, we can teach them a range of valuable lessons, including;

• The ability of social policy to reduce crime and incarceration rates
• How vulnerable populations become homeless
• How the desperation of homelessness can accelerate crime, drug use, and abuse
• The societal effects of overcrowded prisons and the impact of sending more people to prison
• The ability of social work to support law enforcement by addressing mental health crises, allowing police departments to concentrate on other issues that can reduce crime
• The power of social policy to build a better workforce
• The positive impact of mental health assistance
• The role of mothers in our society and the importance of fostering stable environments for children
• The critical role of the social safety net for people with developmental disabilities

How Does Your University Handle Social Policy Requirements?

I’ve connected with hundreds of university educators in the past few months. I’m interested to learn what you think about making social policy classes a requirement for education. Is it possible to create a movement to add social policy education to university requirements? What are the barriers? Is any university currently doing this?

I’d love your feedback. Together, we can ensure our future leaders have the tools they need to make the best decisions.

Because of a decades-long shortage of direct support professionals (DSPs), it has always been necessary to hire and thoroughly train people without prior experience. So our motto became “If we can’t recruit fully qualified and experienced staff, we will create our own workforce.”  This meant a lot of training was required, and we were happy to take on the challenge.

Building a workforce from the bottom up is serious and time-consuming yet rewarding beyond measure. So, to keep people engaged and excited about an unfamiliar role, or a new job, we work hard to make our training sessions fun and day-to-day interactions filled with positivity.  This doesn’t mean it’s all comedy night at work (although there is a little of that), but we try to keep it enjoyable and engaging. We want people to look forward to the next day, not dread it. And here’s how we do that.

Improve the Office Milieu by Encouraging Friendships

I get it, Not everyone is a fan of the word “milieu.” But it’s the perfect word for all the things that make up the social environment. At CIS, we want our people to like working here and feel comfortable. We want them to have friends at work.

This isn’t just an afterthought or a “nice to have.” It’s essential. Studies show that people with friends at work are less likely to be unhappy and quit. Did you read that? People with friends at work are less likely to be unhappy and quit! In a time when there is a steady stream of articles about quiet quitting and mass resignations, the milieu is something to pay attention to.

We at CIS make planned social interactions a core part of the CIS program. For example, maybe we’ll recognize all employees within the same month for their birthdays. This provides chances for people to learn more about the other employees. We hold individual site team staff meetings where attendees can be trained and eat (food is always a plus.) These get-togethers create space for introductions among co-workers, help facilitate social integration, and generally work to make all employees feel more comfortable and confident.

Lean into Employee Motivation

Some new hires come to us raring to go. Others need help getting motivated and excited about their new role. In both cases, employee motivation is key to staff satisfaction and retention. And motivation starts in the first training sessions.

After all, research has demonstrated a positive correlation between skillful training and motivated employees. When done right, training sessions go beyond instruction; they also inspire employees. Of course, employees must know what they need to do, but they must also understand why they need to do it.

Providing a deeper understanding of tasks and consequences is one way we motivate staff members. We assume they want to know everything about the company. So, we share our history, lore, and mission statement. We also spend time discussing CIS values and talking about the ways employees could express these values.

Our agency also sincerely places a high value on an employee’s job. For example, our DSPs affect both co-workers and clients. They play a significant role in our clients’ quality of life. We make sure they know just how much their job matters to CIS and our clients.  We have a digital program that allows employees to recognize their peers. Each quarter the individual(s) are put into a random drawing for a monetary gift, and at least one of the peer compliments for the winner is posted in the company newsletter.  

Don’t Shy Away from Discussions About Professional Advancement

We can’t promise that everyone will get promoted, but we can promise that exceptional performance is one of the best ways to ensure professional advancement. We start talking about career opportunities in early training sessions. We create job roadmaps for new employees, even if they are entry-level hourly workers. Demonstrating our belief in their abilities is a great way to foster confidence and commitment. In training, I point out the names of managers and directors that started with CIS as DSPs and worked their way into the roles they hold now. 

And this isn’t just my opinion. A Glassdoor study reported that employees without a clear path for advancement often leave to pursue the next stage of their careers. At CIS, we want our employees to look to us for promotions, not seek them elsewhere. In the same vein, if an internally promoted manager is finding that they miss working directly with the clients, we listen. Instead of forcing them to quit to join a peer agency (with that passion and knowledge to work as a DSP again,) we support their return to the role they miss here at CIS. It is a win-win any way we look at it.

Celebrate Victories!

Social work can be a challenging career, so I’m not afraid to congratulate often. Sometimes we celebrate with a high five, a round of applause, or an ice cream sundae. It’s vital for us to take time to celebrate achievements, however small. We all work so hard. Taking moments to express our gratitude for everyone’s contributions is key to ensuring employees feel valued and want to stay (despite the hard work).

New hires can be timid and unsure in training, so it’s even more important to provide recognition for successes in the early days. I call on people in my training to ensure everyone is participating. When someone answers a question correctly, I cheer, and the other trainees usually start cheering with me. Another victory for joy!

Smile. It’s Contagious.

Did you know that when you smile, you tell your brain to produce more stress-reducing endorphins? And it tamps down stress-producing hormones like adrenaline. Smiling also reduces blood pressure.

Of course, mask wear challenges our ability to see smiles now. In any medical-type situation, everyone is still wearing masks. However, even behind a mask, I can tell you your smile works. It shows in your eyes and lifts the energy of those around you.

Like it or not, your facial expression is contagious.  When I walk through the office, I want employees to mirror my enthusiasm and joy, so I smile (even with a mask on!) A lot. It makes me feel better and lifts the mood of the office, which makes all the employees happier. And when they’re happy and comfortable, they learn and work better, and with that combination, they are more likely to continue working for us

Win-win.

Eat Ice Cream

If you’ve read any of my past articles, you might wonder, “What is it with this girl and ice cream?”

I love it, it’s true! Through the years, I’ve found that bringing ice cream to work as a treat, a celebration, or a reward helps others and me feel happier somehow. Maybe it’s because it reminds us of our inner child and the joy we felt when eating it while growing up, Or maybe it is because it’s so darn delicious. Who knows?

But the occasional ice cream break is one of my favorite ways to get people to stop, smile, relax, and talk to the people around them. It’s the secret ingredient to helping people love where they are.

Stay Serious, But Don’t Forget Fun

There is plenty of serious material to cover in the social work realm, as I am sure there is in any business. By adding fun, humor, smiles, compassion, and personal attention to employee and trainee interactions, CIS can teach serious lessons without demotivating employees. We’re a good team here at CIS, and it all starts with a few smiles.