Disability – out of sight, out of mind. Historically, and in many societies, disability has been stigmatised, shamed and shunned. In western cultures disabled people have been segregated into institutions, locked in back rooms and attics, so that the community could forget that we existed, and we didn’t embarrass anyone.
This is still the case in many cultures today, where disabled people are kept hidden away in back rooms, or denied schooling or employment, and kept away from community engagement.
Accompanying this discomfort about disability, people developed euphemisms. Words that could be used instead of the big awkward disability word. Most of these words have entered common usage and are still with us today – differently abled, special, etc.
One of the most popular euphemisms for disability is the word inclusion. Inclusion means nothing like disability, yet it has often been used interchangeably with the word disability to mean the same thing.
In the early part of the 21st century, disability rights activists started insisting on the use of the word disability. This insistence has since become a key plank of the disability rights and disability pride movements. Disability activists are openly disabled and proud to be who we are. We no longer accept being hidden away in back rooms or institutions, drugged and kept quiet. The fight to end such practices continues, but it is now well underway.
More crucially this century, disability rights are now covered by an international treaty that has become one of the most supported within the international rights system.
As part of the insistence on disability being more open and disabled people being considered part of the broader community, disability rights activists also insisted on the establishment of government policy units focussed on disability, and on having disabled people working within those units. More recently there have also been ministers for disability, though it is still rare for these ministers to be disabled people.
Having open conversations about disability within government and having disability on the political agenda have been instrumental in outcomes like the NDIS, the National Disability Strategy, and the increasing realisation that disabled people must be part of the public discourse on disability.
Despite these gains, it is vital that we remain vigilant. Recently, several major federal government initiatives were rebadged to remove the word disability and returned to the use of euphemisms. Specifically, that old favourite: inclusion.
In the early part of this century the word inclusion was often used to replace the word disability and slowly but surely this meant that disability policy was sidelined and forgotten. It slid off the agenda, got wrapped up into broader policy areas, and was consigned to the outer fringes of public discourse. Using euphemisms allowed people to forget that they were working on disability. Slowly but surely, disability became invisible.
The heavy use of euphemisms, like inclusion, two decades ago means that disabled people are now well behind other marginalised communities in reaching equality. It has taken twenty years of hard work to reclaim government and public focus, to be remembered and recentred within our own space. It has taken twenty years of hard work to support governments to get more comfortable using the word disability. To acknowledge us, to be openly working towards disability equality.
By returning to the word inclusion, by reverting to euphemisms for disability, this hard work is now in danger of being lost. Disabled people are in danger of returning to invisibility in public policy or programs. This is unacceptable.
Words do matter. Using the word disability matters.
The Disability Leadership Institute is owned and run by disabled people, and works to develop, support, and promote disability leaders. The DLI provides professional development, leadership development programs, a community of practice, a large professional network, and coaching for disability leaders. The DLI is a groundbreaking organisation at the global forefront of the new field of disability leadership.
The DLI is also the home of the Disability Leadership Oration and the National Awards for Disability Leadership.
The DLI operates within a human rights framework, particularly disability rights. We value the highly intersectional nature of the disability community. We maintain strong connections with Disabled Peoples Organisations and the disability rights movement. The Institute is not an advocacy or lobbying organisation.
The DLI is moving into a growth phase as it matures. We value innovation, good practice, and new ways of doing things. The Deputy CEO will take the lead on the growth path that the DLI is on, and on building a larger portfolio of stakeholders engaged across all of our programs and events.
The Deputy CEO is a new position working alongside the DLI CEO and ultimately reporting to her. However, while they will work closely together, the Deputy CEO will work autonomously to achieve the strategic goals of the DLI, determining their workload and priorities to suit their outcomes. The Deputy CEO will be responsible for the outward facing work of the DLI, while the CEO takes responsibility for design and delivery of the DLI’s leadership and coaching programs, and providers oversight to the DLI coaching panel.
The CEO maintains responsibility for financial systems and monitoring.
The Deputy CEO is responsible for the following outcomes:
Grow the DLI, particularly focussing on all areas of operations including membership, leadership programs, coaching, and sponsorship
A well run DLI – managing the DLI’s day to day operations (consultants, communications, membership)
Client liaison and stakeholder engagement, including sourcing and onboarding potential new stakeholders, partners and clients, both organisational and individual
A safe and welcoming membership community
Contribute to strategic oversight of the organisation, including identifying new areas of operation and goals.
An effective impact reporting framework
Selection criteria:
To be a strong contender for this position you will have:
A high degree of autonomy and an entrepreneurial outlook
Good government and corporate networks, and familiarity with working in those spaces
Experience in stakeholder engagement at a high level, including establishing and supporting partnerships. This position will be regularly engaging with CEOs, executive leadership of organisations, and senior government stakeholders.
Experience in organisation management, with a focus on marketing, communications and implementing strategic vision
A high degree of comfort in using various platforms and technology
A highly collaborative style of working
Excellent communications
A good understanding of the disability community and the diverse intersectional nature of disabled people
The DLI considers that having a disability is a genuine occupational requirement for this position under section 48 of the Discrimination Act 1991 (ACT).
*The DLI understands and supports flexible employment. Please discuss your personal requirements with us.
To express interest:
Send your response to the selection criteria to Christina Ryan, CEO Disability Leadership Institute. Please also include the names of 3 referees who know your work.
Expressions of interest close COB Friday 14 February.
