Building Business and Management Skills
Leadership is one key component of an effective self-help organization.
Leaders help their members by serving as role models, keeping the program aligned with its
vision, mission and values and encouraging a participatory and open process (Kaufmann,
Ward-Colsante and Farmer, 1993; Mowbray and Moxley, 1997). Leaders help their programs by
assuring proper planning and preparation, obtaining adequate resources and utilizing
collaborative networks and coalitions (Van Tosh and del Vecchio, In Press; Jasper, 1997).
Although some consumers are born leaders, many others need assistance
finding ways to develop the skills they need in order to successfully direct self-help
programs (Jasper, 1997). Without adequate training and support, consumer leaders are bound
to run into serious problems. Van Tosh and del Vecchio (In Press) encountered barriers in
staff turnover, lack of organizational expertise, lack of resource development,
interpersonal conflict, and lack of focus.
Leadership is like any other skill, in that it can be taught, honed and
improved on over time. One Leadership program provides a curriculum that includes public
speaking, organizing, assertiveness training, empowerment and problem solving (Jasper,
1997). Another leadership program emphasizes a knowledge of problems, skill in presenting
issues and forming and leading groups, strategic planning, controlling consequences for
critical actors in the system and gaining access to critical information sources
(Stringfellow, 1998).
One issue that many consumer leaders have to watch out for is the
tendency to take on too much of the work and not allow the other members of the group the
chance to learn and apply new skills. In many self-help groups one or two people do almost
everything (Zinman, 1987). When this happens, leaders almost inevitably become burned out
and there is often no one available to step into their shoes when they eventually leave
the organization (Zinman, 1987). This underlines the point that participatory management
styles seems well-suited to self-help style programs (Kaufmann, Ward-Colsante and Farmer,
1993).
Management is like leadership in that it is a big job that can be
broken down and learned in practical, incremental steps. Management includes managing
fiscal matters, becoming familiar with rules and regulations, paying bills, interacting
with insurance companies, landlords and utilities, serving as the agency's single point of
contact, maintaining books and records, grant writing and fund raising, reporting to
boards, enforcing program policies, ensuring fairness to employees, supervising program
and staff, facilitating meetings, providing direction in personnel matters, and
considering incorporation (Risser, 1994).
It is recommended that good managers should (1) engage in continuous
practical innovation; (2) respond directly to customer need; (3) choose effectiveness over
efficiency; (4) celebrate quality performance; (5) perpetually learn; (6) generate
enthusiasm for the agency mission; (7) understand the big picture but watch the small
details; (8) be patient and persistent; and (9) empower the staff to help them mange the
program (Zipple, Selden, Spaniol and Bycoff, 1994).
Van Tosh and del Vecchio's survey of consumer-run demonstration
projects (In Press) identified an urgent need for targeted training in all areas of
non-profit management, including staff supervision, strategic planning, fundraising,
managed care, cultural competency, fiscal management, conflict resolution and board
development. The same study also suggested that state mental health authorities and
providers need to be educated as to how they can help consumers start up more of their own
programs.
While national leadership has an important role to play in monitoring
legislation, educating decision makers and providing input on issues that impact
consumers, self-help organizations are much more in need of acquiring the kinds of
practical skills and connections they need in order to make it through the day. It is
believed that grassroots organizing is the single most cost-effective means of bringing
about change (Van Tosh and del Vecchio, In Press).
Deegan (1994) suggests that consumer programs should avail itself of
the same opportunities, as did the highly successful independent living center movement,
which began as a grassroots movement for people with disabilities. She suggests utilizing
supports like direct-action community organizers and organizing trainers for technical
assistance to groups looking to impact the mental health system. The National Alliance for
the Mentally Ill is another organization that seems to offer its members a good mix of
both national leadership and local affiliate support (Lefley, 1994).
Diversification of funding streams has become a key to nonprofit
organizational survival. Consumer-run programs must be encouraged to look beyond the
benevolence of whoever their current funders are. Foundations, corporations, local
governments, state and federal agencies, and private donors are all possible sources of
income (Harp, 1994; Van Tosh and del Vecchio, In Press).
Education and training in organizational development is a must.
Self-help leaders must learn who has the money, where and when to apply for it and how to
make the case that they are a worthwhile investment. In addition, managed care is changing
the rules of the game and self-help programs must make sure they get in on the ground
floor. This will require consumer organizations to become much more familiar with the ins
and outs of managed care entities, and work within their networks to assure that consumer
run programs are incorporated into the array of reimbursable service options (Van Tosh and
del Vecchio, In Press).
In the end, though, the available research seems to indicate that consumer
organizations make a unique and invaluable contribution to the delivery of both
traditional and nontraditional services (Armstrong, Korba and Emard, 1995; Chamberlain,
Rogers and Ellison, 1996; Corrigan and Garman; Dixon, Krauss and Lehman, 1994; Kaufmann,
Ward-Colsante and Farmer, 1993; Mowbray, Chamberlain, Jennings and Reed, 1988; Mowbray and
Tan, 1992; Mowbray, Moxley, Thrasher, Bybee, McCrohan, Harris and Clover, 1996; Solomon
and Draine, 1996; Van Tosh and del Vecchio, In Press).
