Leadership in Sign Language Interpreting: Where are We?

Sign Language Interpreter Wondering Where the Field is with LeadershipHistory of Leadership

It is difficult to discuss the history of leadership in the field of sign language interpreting without first selecting a starting point for our history as a “field.”  Some consider this point the juncture at which the shift from volunteer interpreter to paid interpreter began, and the time at which training standards and rules of conduct for the practice of sign language interpreting started to become formalized.

Birth of a Field

The juncture at which this shift from volunteer to paid interpreter is most easily identified as June 17, 1964 – the opening date of the Workshop on Interpreting for the Deaf at Ball State Teachers College in Muncie, Indiana. The purpose of this workshop, and later of RID, was

“…to establish standards for interpreters for the deaf; to suggest training, curricula, and criteria for admission to training courses for interpreters; to develop a manual and/or other guidelines for interpreters for the deaf, both for the hearing and the deaf individuals involved; and to collect and identify the manuals and booklets dealing with dactylogy” (Fant, 1989, p.2).

It was at this workshop that two men, and later a total of 64 workshop participants, discussed the idea of forming an organization of interpreters that could also “assess interpreter competency and maintain a registry of them so consumers could be assured of receiving quality service” (Fant, 1989, p.1-2).  RID was born as a result, and thus marks our official beginning as a “field.”

Relevant Experience

Our early leaders, like sign language interpreters at the time, were deeply embedded in the Deaf community and Culture.  They were individuals who held full-time jobs but who interpreted when they could, for free.  For many, those full-time jobs were held in management or leadership positions in organizations that served the Deaf or were somehow affiliated with Deafness. Our early leaders, then, came to their positions in RID with both first-hand knowledge of Deafness and relevant leadership experience.

A Slow Shift

As time has gone by the relative number of interpreters from within the “inner circle” of community has diminished. Much has been written about this shift lately. For the purposes of this discussion this shift simply means that fewer leaders come from within the heart of the community.  Dennis Cokely refers to this shift and the subsequent impact on leadership in RID in his article “Vanquished Native Voices.” As we further professionalize the field, more and more interpreters (and potential leaders) are entering the field at a younger age, and with less professional work and life experience than their predecessors.

This has led to leaders coming to their positions with neither first-hand knowledge of Deafness and little to no relevant leadership experience. It’s hard to imagine RID having gotten off the ground under these circumstances; it’s harder still to imagine continuing to grow under the same circumstances. Yet this is exactly what we are attempting to do.

The Need for Training

This has created a situation clearly articulated by former RID President Janet Bailey in Chapter 9 of the RID Affiliate Chapter Handbook. She states:

“Affiliate chapters tend to experience cycles with periods of healthy participation and times of relative inactivity. Some local leaders take the responsibility, run with it – often successfully – but then become burned out when they realize they cannot do it all. When a new member steps up to take on a leadership role, everyone gives a long sigh of relief and disappears – leaving the new “leader” to do it all. This vicious cycle is played out again and again and the only solution is for a group to step up to share the responsibilities.

Experts on board service talk about the stages of growth in an organization. Some characterize the stages by comparing the organization to the development of a child. RID has been around for many years and yet because of the volunteer status, the nomad existence of running an organization without walls, and the constant changing of personnel, our affiliate chapters rarely have the luxury of developing beyond adolescence. 

Many joke about the lack of contested elections within RID. Consider the old joke where a volunteer is called for and everyone in line steps back leaving one bewildered person elected. There have been many, myself included, who took on the responsibilities of an office because no one else was willing. The new uninitiated leader is expected to figure out what to do next. Because most affiliate chapters have no physical office, the administrative reins are often turned over (unceremoniously) with the passing of assorted ring binders, file folders and boxes from the home office, basement or car trunk of the previous officer. [More recently the bulk of this transfer has minimized with the advent of computers, discs and CDs.]

With no official training, we roll up our sleeves, take a deep breath and fake it. Usually this means focusing on the uncompleted tasks left over from the previous administration: perhaps planning the upcoming conference, budget concerns, membership renewals, newsletter publication. 

Rarely do we consider the task, analyze staffing needs and create a work plan. But that is exactly what we should do.” (RID, 2006, pg. 90-91).

Could it be then, that one of the greatest needs for our leaders revolves around relevant training or prior leadership experience?

Status of Leadership in Interpreting

Amy Seiberlich

Amy Seiberlich

In 2006 I completed a Master’s thesis on Leadership in the field of interpreting.  As a part of my research I investigated the degree of leadership training those working on a State and local level within the RID structure had undergone.  Forty-two percent of respondents to the survey used indicated that they had received some degree of leadership training prior to serving as an officer in RID.  The highest percentage of responses as to where this training was received fell into the “other” category – meaning that their leadership training was not provided with the interpreting and Deaf communities in mind.

While some may argue that many leadership skills are generalizable to any audience, it can also be argued that one of the strengths of our earlier leaders is that they had knowledge of the community, the interpreting task, and leadership experience in occupations that were tied, in some way, to Deafness.

When we look at the situation through this lens it is a little easier to understand why we are seeing many elections for leadership positions on every level of the organization go uncontested and other positions unfilled. I have had multiple conversations with interpreters and students who are interested in service but who are overwhelmed by a history they have no knowledge of and the interpersonal dynamics that have been created as a result of this history.  In light of this, I offered suggestions for personal preparation for leadership service in an article titled “Sign Language Interpreting, Leadership , and Messy Relationships: What They Have in Common.”  Yet even outside of what individuals can do to prepare for leadership positions, we need to ask ourselves as a broader group the question as to whether or not we are doing a good enough job preparing our leaders for service.

My, How We’ve Changed!

One of the most promising changes I have seen in recent years is coursework developed specifically for leaders in the field.  One example is The University of Northern Colorado’s Distance Opportunities for Interpreter Training Center (DO IT Center) where coursework is offered in both Leadership and Supervision of interpreters. This type of educational approach helps to fill the gap between the knowledge and experience our former leaders brought to the field, and the knowledge and experience potential new leaders are bringing to our organizations.

What We Will Need to Succeed

While we are making strides in preparing leaders for service we are still in dire need of support.  If you are someone interested in leadership but unsure of where to begin here are a few suggestions:

  • Start small. Talk to local leaders about what positions are available in your area.
  • Become self-aware. Assess your current knowledge and skill set, as well as your area of interest, in relation to the positions that are available.
  • Be willing to grow. Assess what knowledge and skills you may be lacking, and seek out resources to help you develop these areas.
  • Seek out additional education. Be willing to get back into the classroom to investigate everything from interpersonal and group dynamics, communication and conflict management to the history of RID and interpreting.
  • Become an active member of your organization. Attend meetings, get to know other members and leadership teams, read your local and national newsletters, journals and blogs.  Familiarize yourself with the current state of affairs.
  • Become an active member of your community. Get out and interact with members of your local Deaf community. Talk to them about their history, their community’s history, and how interpreting has changed over the years.
  • Be open. Be open to hearing and seeing whatever you hear and see, learning what you are being taught, and to using whatever gifts you have to serve others from the most compassionate, caring place in your heart.

While we cannot individually possess all of the experience, knowledge and skills our field and organizations need, we can each commit to developing our individual gifts and innate abilities. Then, together, we can co-create the kind of magical leadership teams our field and our communities need to carry us forward!

What unique gifts do you possess that, if put into action, could benefit our communities and our field? And what’s keeping you from using those gifts?

 

Resources

Fant, L. (1989). Silver Threads: A Personal Look at the First Twenty-five Years of the Registry of Interpreters for the Deaf. Silver Spring, MD; RID Publications.

RID (2006). Affiliate Chapter Handbook, Third Edition. Silver Spring, MD; RID Affiliate Chapter Relations Committee.

Seiberlich, A. (2006). “Interpreters as Leaders.” Unpublished Master’s Thesis completed at the University of Denver.

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About the Author

Amy Seiberlich is a nationally certified interpreter and life-long student of communication and interpersonal dynamics. Her work demonstrates a creative way of combining her formal education and real world experience in the fields of interpreting and leadership. To that end, Amy established the Leadership Institute – a company dedicated to supporting interpreters. Amy has served on the RID National Board as the Region IV Representative and holds a Master's degree in Communication from the University of Denver.

13 Enlightened Replies

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  1. Kathy MacMillan says:

    You make some really good points here, Amy. (I really enjoy your VIEWS column as well!) One thing I think we need to recognize about the difficulty of finding people willing to take leadership roles in our profession, though, is the impact of having a high number of freelancers in our field. Before I became an interpreter, I was a librarian, and I was Little Miss Involved – I attended local and national conferences, I was on committees, and held an office in my state library association. And because I was a full-time salaried staff member, my library system supported my participation by letting me attend some of these things on work time, and often paying registration and travel expenses. In my life as a freelance interpreter, I don’t have any of those supports, so I have to be careful how I commit my time. Supporting my profession is important to me, but supporting my family and paying the bills has to come first. My point is, I know I am not the only interpreter in this situation, and this seems to me a *huge* issue impacting participation in the leadership of our profession, yet I have rarely, if ever, seen it addressed. We like to model ourselves after other professionals, such as doctors, lawyers, and yes, librarians – but I don’t think we have examined how the fundamental makeup of profession having so many freelancers impacts our professional organizations.

  2. Kathy,

    Thank you for your comments. I agree that another factor that influences participation in leadership roles is the extent of commitment in light of other “competing” priorities., especially financial. The issue of compensation for leaders has been discussed on a national level albeit it some years ago. And as a former RID Board member I can tell you that there were (and likely still are) conversations about this in the boardroom. In the absence of any policy or consensus on compensating leaders, we may be wise to look at what we are asking our leaders to commit to as well as consider what training they have received to accomplish the tasks before them.

    Thank you for deepening this discussion!
    Amy

  3. Maria says:

    Hi Amy,
    I’ve been interested in your work ever since taking part in the your webinar titled “Forming Partnerships & Creating Healthy Communities”. (I think it may have been the first time it was made available…I think it’s been 4 or 5 years.) In any case, I found that presentation in particular very inspiring… eye-opening, really.
    I firmly believe it immediately caused me to view my work in a whole new way, which has in turn led to a number of exciting projects and/or events geared toward improving the climate – and overall university experience – for deaf students on campus.

    Taking part in that webinar also led me to look into all of the work you do through the Leadership Institute, such as the Authentic Communication Series. (In fact, I requested that my place of work bring you in to lead a workshop on the process for our staff of interpreters…it was great!)

    Anyway, when I saw this article, I decided it was a good opportunity to leave a quick message to thank you for your work. I’ll be honest, I have not been closely following the LI during the past 1-2 years. However, reading this article has reminded how much I appreciate what you and the LI do. I definitely look forward to learning more about how you’ll continue making strides in improving the status of leadership in interpreting.

    Thanks!

    • Maria,

      Thank you for taking the time to share your thoughts, kind words, and a bit about your experience. On a personal note, I also greatly appreciate your support in this work. Keep watering the seed that has been planted – we need people in all corners of the community tending to our relationships and one another. Bravo!

      Amy

  4. Jenny Miller says:

    Hi Amy,

    Awesome article! Hey, I have also been thinking lately about “Elevator speeches”. We don’t really have one for our local affiliates any more. We need to have some talking point benefits for being a part of a local affiliate as well as getting involved in leadership roles.

    As well we need those ‘elevator speeches’ for folks on the burn-out track to be able to dial back their leadership roles without: a. Thinking that the affiliate will fall apart without them and b. Thy don’t resent those organizations when they do give up those leadership roles. Perhaps a national “You can ONLY be in charge of crepe paper decorations and bringing the napkins” committee. Something where they don’t fall off a cliff of no leadership, but it’s something that former leaders don’t so feel so overwhelmed about?

    I LOVE your bullet points on what we will need to succeed. I’m happy you are on our team and your POV Amy!

    • Hi Jenny,

      I love the concept of “elevator speeches.” I remember as an interpreting student having guest speakers pop into class to give such a speech to promote involvement in our local (and by virtue of local, our state) organization. This was what inspired my own personal entry into our professional organization and into leadership service. I would offer, though, that those speeches need to be built on a strong organizational vision and reason for existence – something that seems to have waned over the years on the state level. I see many state organizations struggling to remain active and the issue of leadership training is simply one factor impacting organizational viability right now.

      Thinking specifically about your example of leaders who are on the burn-out track and the demands placed on leaders – I would still offer that this is a matter of training. Going back to my earlier article referenced in this one, leadership really starts with self-management. While leaders, in strong organizations, work together as a team to monitor work-load and leadership/life balance, it is really up the the individual to make decisions about how to manage leadership service with other priorities. As leaders, we are always at choice about what we commit to doing and while we have created a culture where the expectations for service are very high and the demands are great, appropriate leadership training (which incorporates self-awareness and management) is a powerful step in the right direction. (That said, your national committee example made me smile.)

      Thanks Jenny and all my best to the Colorado community!
      Amy

  5. Thanks for your thoughtful exploration, Amy. This is becoming an increasingly significant issue worldwide, it seems. One response here in Europe has been the establishment of a Masters’ programme, ‘EUMASLI’, specialising in interpreting leadership and the management of the profession (http://www.eumasli.eu/). Graduates of EUMASLI #1 include former EFSLI President Maya De Wit (http://www.tolkngt.nl/english/englishindex.html), and Oliver Pouliot http://overseasinterpreting.com/. EUMASLI #2, configured to be accessible to colleagues from the USA and elsewhere, is due to open in 2013.

  6. Graham,

    Thank you so much for taking the time to share this information. I am thrilled to see additional opportunities for advanced education in leadership in interpreting, especially ones that are more global in nature. I will keep this in my back pocket and share with others as appropriate.

    Gratefully,
    Amy

  7. Margaret DiMaria Murphy says:

    Amy,
    I really enjoyed reading this article – both as it hits a personal note with me as well as a professional note. I have been thinking about my role as a leader in the interpreting field. For some reason, it is difficult for me to think about myself in those terms – “leading” others. I am not sure if this is a deep-rooted feminist/ oppression issue, a self-confidence issue or just simply lack of training. I would never declare to the world “I am a leader in the field” because it feels boastful. But yet, that’s what I am; in my own world, in my own way, I have led. Similar to the what Janet Bailey stated – I have decided that I typically become a “leader by default”.

    In your article you listed several resources and steps to action; I would like to add one resource to this list. Union Institute and University (fUnion Institute & University is accredited by The Higher Learning Commission and is a member of the North Central Association.) is in the process of creating a bachelor of science (completion) degree in Leadership with a concentration in ASL/English Interpretation. Upon completion of the B.S. with a major in Leadership, Students will be able to:
    Identify various concepts of change as it relates to leadership in the professional environment.
    Analyze a variety of concepts and theories of leadership within the professional interpreter experiences.
    Discuss and evaluate effective management and leadership behaviors and their implications in professional interpreting practice.
    Describe the connections between ethics and leadership, and relate ethical principles to issues in their interpreting practice.

    I am posting this information not as a shameless plug (as I am involved in the creation of this program) but in the spirit of collaboration and resource sharing. The more choices interpreting professional have for higher learning, the better off our field will be.
    If you are interested in the program, please contact:

    Carolyn N. Turner, Ph.D.
    Dean, Cincinnati Undergraduate Center
    Union Institute & University | Change Your Thinking
    440 E. McMillan Street | Cincinnati, Ohio 45206
    513.487.1138 | 800.486.3116, ext 1138 | fax 513.861.9026
    carolyn.turner@myunion.edu | http://www.myunion.edu

    Thanks again for a great article and great discussion.

    Margaret

  8. Margaret,

    Thank you so much for contributing to this discussion. I think you are not alone in feeling like you are not “leading” others. The term “leader” is a label we typically use in our society to describe someone who is at the head of the pack, or the top of the organizational chart. What has helped me over the years is to modify how I define the term “leader.” I now see a leader as someone who is influencing others through the mindset they consciously adopt, and through attitude, character and behavior. When I look at leadership in this light it becomes clear to me that we are all leading someone! Someone in our circle is always influenced by our actions and how we present ourselves. I do think that there is something in all of the possible explanations you offered that makes it more difficult for one to see him/herself as a “leader” – and at the same time I think it may be as simple as how we are choosing to define and embrace the concept. Thanks for the food for thought :-)

    I appreciate the resources you shared as well. I will add this to my list of educational resources for leadership in our field. I’m absolutely thrilled to see more opportunities for formal education coming to the fore and look forward to seeing the results of more formally trained leaders in the not-so-distant future!

    Gratefully,
    Amy

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