Today I've been thinking a great deal about a social work leader in NC whom I admire immensely. I'm thinking about Jack Register, who for the past several years has been the Director of Advocacy and Legislation at NASW NC Chapter. Jack will be stepping down June 30, and this is a huge loss for the Chapter and for social workers across the state.

The leadership skills I most admire and learn about from Jack are his ability to be simultaneously passionate and articulate about an issue. When he lobbied he could present a logical and persuasive argument with energy and intensity--a truly compelling combination. His energy level is huge and his identification and dedication to the profession of social work is total.

Jack has made a difference in this state; lots of legislation, including title protection for social workers, the anti-bullying bill, and others, are thanks to him. He will be tremendously missed at NASW NC, but he leaves a legacy of which he can be proud, and for which we can all be grateful.

Just got back from a 2 week training at the Harvard Institute of Higher Education's Management Development Program. Lots of excellent material. One of the most helpful things was a book called "Reframing Organizations" by Lee Bolman and Terrence Deal. Part of their premise is that effective leaders use four frames or lenses when analyzing situations or issues: a political frame, a symbolic frame, a structural/organizational frame, and a human resource/relationships frame. I've been thinking about social work as a profession--we are so good at the human resource frame, and can be good at the symbolic and structural frames...but are we comfortable with the political frame? Are we comfortable thinking about strategy and limited resources and power and competing? It's a useful frame, especially if coupled with and guided by our code of ethics...hmmm....something to chew on.