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Taming the Imposter Monster: Discovering the Connection Between Social Work and Change Management

I’m too excited to begin consulting with The Spark Mill; I’ve been ready to make a shift for the last couple of years. Naturally, as a perfectionist, I’ve been challenging some thoughts and feelings of imposter syndrome, but luckily, I’m surrounded by people who know me and remind me of my value and expertise.

So, to further help myself, I thought of a few ways my work in mental health is connected or similar to change management to tame the “imposter monster.” 

 1. Most clients came to me because something wasn’t working and/or they desired to do something different but were unsure of what to do or how. Change management is exactly that! Change can be hard, frustrating, and the reward takes FOREVER, but it helps when someone is there with you to address barriers and stay motivated. I’m excited to continue walking through change with people.

 2. When starting a new case, I interviewed the client, their family, and other service providers to figure out how to best support that client. Sometimes this information was conflicting, sometimes irrelevant, but always informative when developing a plan to move forward.  At The Spark Mill, there is a firm and foundational belief in community engagement and listening deeply to the community and stakeholders. This creates an overview of what works and what doesn’t, and it is integral to formulating a strategic or action plan. 

3. I frequently worked with depressed teenagers who often experienced symptoms of hopelessness – that things would never get better or change. In response to this, I asked them to imagine their perfect life and things they could do to get to this perfect life. I’ve seen a similar process take place at board and staff retreats to help them make an actionable plan. Participants are to reflect on their big, hairy, and audacious goals for their organization and what the impact of achieving these goals would be. In the few retreats I’ve seen, this allows the group to begin thinking about steps they can take today (or in the next three to five years) to move toward their bigger goals. 

4. Lastly, one of the challenging parts of working with clients was ending treatment and not being able to watch them achieve their goals. I often worked with clients no longer than two weeks, which isn’t enough time for significant change. All I could do is help them identify and begin practicing skills that would help them and hope they remembered to use the skills when they returned to “the real world.” I’ll be playing a similar role as a consultant at The Spark Mill. A welcome difference is there’s a greater chance that I’ll see the impact of the work we did together. I can’t follow all my mental health clients around, but I can watch an organization move toward its mission and make a positive impact in the community. 

For each of my clients, I wanted to create a safe place so they could begin addressing their challenges and stumble towards a better version of themself. I’m dedicated to this and plan to continue creating safe spaces for change as the face of my clients changes from children and families to organizations and groups.

So let me reintroduce myself, my name is Rachael, I’m an Assistant Consultant at The Spark Mill, and I’d love to work with you to make change happen.