Chapter 2 Assertiveness

1. Caldwell College Chapter 2 Assertiveness

2. What Does It Mean To Be “Assertive”? • Standing up for the “best treatment” for your client • Being able to defend your stance in meetings with other providers • Assertive affect • Protecting yourself • Knowing how and when to say “no” • Asking for what you want • Asking for frequent feedback

3. Assertive Behaviors in Meetings • Sit up straight, put hands in front of you, calmly fold them • Present information in logical, organized, and concise fashion • Make good, strong eye contact • If unsuccessful, you may have to be a little more assertive • As you speak, look at everyone at the table • Do not raise your voice, shrill, squint, roll your eyes, make faces, and most of all do not apologize for what you’re saying • Use DRO to recognize parts you agree with

4. Assertiveness On Behalf of Your Client • Most frequent occasion – Group decisions made in team meetings • People often inclined to go along with people who present ideas in an “adamant, emotional manner” • Before you decide to be assertive, make sure you’re right and your idea will help client • Don’t be assertive on every issue, only a few

5. Assertive Affect • Make sure your body and voice are in sync and show strength • Speak with a strong voice and avoid “up speech” (i.e., upward inflection and question mark) • Save “young person vernacular” (e.g., “dude”, “bro”, “like totally”) • Strong voice is your primary weapon • Answer questions directly and do not let others sidetrack you • Offer to abandon strategy if proven wrong

6. Assertiveness On Your Own Behalf • Most important when new at a job (e.g. first 90 days) • First 90 days usually include an unwritten grace period to “ask stupid questions” so ASK QUESTIONS! • If unsure of something, say “I don’t understand.” • Don’t sound whiny like you’re trying to get out of something • Know the table of organization to know your “chain of command”

7. Just Say “No” • Behavior analysts around the country say this is one of the most difficult, yet critical, skills for new, young BCBAs to develop • An important skill when your ethics are challenged, especially when new employees want to please their employers

8. How to Say “No” • Please Explain Yourself • Don’t just say “no” and nothing else – include an explanation • It is acceptable to say you are busy, if you are • When you’re good at what you do, you may be asked to do other projects not in your skill set – politely explain you’re not experienced in that area

9. How to Say “No” • Educating Others • Following a “no” with facts to educate • Ex.: If faced with an ethical dilemma say, “No, I am bound by the Guidelines for Responsible Conduct” • Ex.: If presented with a treatment that is not scientifically proven, advocate for the use of sound behavioral procedures

10. How to Say “No” • How About This Instead? • Offer an alternative solution • Ex. If busy, suggest another person • Saying “No” Is Hard to Do • Behavior analysts should have integrity – Be honest and direct

11. Ask For What You Want • Let the people who make decisions know what you want – they can’t read your mind!

12. How Am I Doing? • Ask for feedback on how you’re doing • This can help improve your performance • Don’t ask too often • Asking at least quarterly will help in the long run • If your supervisor doesn’t take the time to give feedback in writing • Summarize your notes and e-mail to your supervisor – leaves a paper trail for the future

13. Summary • Assertiveness is a key skill for behavior analysts to be highly effective advocates for clients and for behavioral services • Important to know when and how to be assertive • Learn to say “no” in a nice, but firm way • Ask for what you need • Routinely ask for feedback

14. References • Bailey, J. S., & Burch, M. R. (2010). Twenty-five essential skills & strategies for the professional behavior analyst. New York: Routledge Publishing.