Tr a n sfe. r e n ce. Power. LEADERS, QUITE RIGHTLY, ARE THE HEROES Of the COrporate. Why People Follow the Leader. by Michael Maccoby

Size: px
Start display at page:

Download "Tr a n sfe. r e n ce. Power. LEADERS, QUITE RIGHTLY, ARE THE HEROES Of the COrporate. Why People Follow the Leader. by Michael Maccoby"

Transcription

1 fi r J n A Yu can't lead withut fllwers. But getting them requires mre than yur talent and charisma. Fllwers are driven by their wn pwerful mtivatins. 76 HARVARD BUSINESS REVIEW

2 Why Peple Fllw the Leader Pwer O Tr a n sfe r e n ce by Michael Maccby LEADERS, QUITE RIGHTLY, ARE THE HEROES Of the COrprate epic (a few leader-villains ntwithstanding). They mtivate us t g places that we wuld never therwise g. They are needed bth t change rganizatins and t prduce results. In any business climate, gd leadership is perhaps the mst imprtant cmpetitive advantage a cmpany can have. It's hardly surprising, therefre, that management schlars fcus relentlessly n the attributes f successful leadership. But in ur understandable effrt t grasp and master the skills f leadership, we tend t lse sight f the fact that there are tw parts t the leadership equatin. Fr leaders t lead, they need nt nly exceptinal talent but als the ability t attract fllwers. Regrettably, hwever, it's becming harder t get peple t fllw. The prblem is that fllwers get shrt shrift in the management literature, where they are described largely in terms f their leaders' qualities. In ther wrds, they're thught f as merely respnding t a leader's charisma r caring attitude. What mst analyses seem t ignre, thugh, is that fllwers have their wn identity. Indeed, in 30 years f experience as a psychanalyst, anthrplgist, and management cnsultant, I have fund that fllwers are as pwerfully driven t fllw as leaders are t lead. SEPTEMBER

3 Why Peple Fllw the Leader: The Pwer f Transference Fllwers'mtivatins fall int tw categries-ratinal and irratinal. The ratinal nes are cnscius and therefre well-knwn. They have t d with ur hpes f gaining mney, status, pwer, r entry int a meaningful enterprise by fllwing a great leader-and ur fears that we will miss ut if we dn't. Mre influential, much f the time, are the irratinal mtivatins that lie utside the realm f ur awareness and, therefre, beynd ur ability t cntrl them. Fr the mst part, these mtivatins arise frm the pwerful images and emtins in ur uncnscius that we prject nt ur relatinships with leaders. Sigmund Freud, the funder f psychanalysis, was the first persn t prvide sme explanatin f hw a fllwer's uncnscius mtivatins wrk. After practicing psychanalysis fr a number f years, Freud was puzzled Mst gd leaders dn't buy int their fllwers' idealized images f them. But even leaders wh are reasnably self-aware can becme victims f illusin, t find that his patients-wh were, in a sense, his fllwers-kept falling in lve with him. Althugh mst f his patients were wmen, the same thing happened with his male patients. It is a great tribute t Freud that he realized that his patients' idealizatin f him culdn't be traced t his wn persnal qualities. Instead, he cncluded, peple were relating t him as if he were sme imprtant persn frm their past-usually a parent. In underging therapyr in falling in lve, fr that matter - peple were transferring experiences and emtins frm past relatinships nt the present. Freud thught the phenmenn was universal. He wrte, "There is n lve that des nt reprduce infantile steretypes," which, fr him, explained why s many f us chse spuses like ur parents. Freud called the dynamic "transference," and it was ne f his great discveries. Indeed, fr Freud, patients were ready t end therapy when they understd and mastered their transference. But even tday, identifying and disslving transferences are the principal gals f psychanalysis. But as imprtant as it is, the cncept remains little understd utside clinical psychanalysis. This is unfrtunate, because transference is nt just the missing link in theries f leadership - it als explains a lt abut the everyday behavir f rganizatins. A number f studies have shwn, fr example, that psitive transferences are clsely linked t prductivity. Suppse an emplyee believes that her bss will care abut her in a parental way. T ensure that this happens, she will make superhuman effrts t please her leader. As lng as she perceives that these transferred expectatins are being met, she will cntinue t wrk hard, t the bvius benefit f the rganizatin as a whle. The truble is, nt all transferences are psitive. A wrker might see his bss as smene he has t fight. And even if transference wrks well fr a while, it can change quite suddenly if the emplyee's transferential expectatins are nt met. Cnsider Sylvia Hartman', a marketing manager in an East Cast market research and advertising cmpany. Hartman was a creative but vlatile emplyee wh wrked fr Sam Phillips, a divisinal vice president. Phillips tk Hartman under his wing, and she sn came t value him as a mentr and friend. When a jb that wuld have been a majr prmtin fr Hartman pened up, she fully expected t get it. Instead, Phillips chse Harry Jhnsn, a mve that devastated Hartman. She believed that she was vastly mre intelligent than Jhnsn and had assumed that wuld be the primary basis fr the prmtin decisin. Hwever, Phillips said that he fund Jhnsn t be mre dependable and t have better peple skills. When Hartman heard this explanatin-and that Jhnsn wuld becme her manager-she explded in a destructive rage. She respnded t her new bss by utterly ignring his s and phne calls, and she refused pint blank t be supervised by him. Seeing the rift between his tw players, Phillips thught abut firing Hartman. In ding psychanalysis with Hartman, I fund ut that her rage was deeply rted in her childhd. The eldest f five children, Hartman badly wanted t be her father's favrite. Hartman's father was a very successful executive, but he cnstantly disappinted her. Over and ver again, he shwed that he preferred ne f her brthers t her, even thugh, in her view, the brther wasn't as smart as she was. Being passed ver by Phillips evked deep resentment in Hartman; it repened a wund that had never healed. Hartman's transference f feelings frm childhd t the wrkplace was unprductive. She culdbeagd"fllwer"ther bss nly when she felt she was the favrite child. Unless she recgnized her pr- Psychanalyst, anthrplgist, and management cnsultant Michael Maccby (michael@maccby.cm) is the funder and president f the Maccby Grup, a management cnsultancy in Washingtn, DC. Frm 1978 t 1990, he directed the Prgram n Technlgy, Public Plicy, and Human Develpment at Harvard University's Jhn F. Kennedy Schl f Gvernment in Cambridge, Massachusetts. Maccby's mst recent bk is The Prductive Narcissist: The Prmise and Peril f Visinary Leadership (Bradway Bks, 2003). 78 HARVARD BUSINESS REVIEW

4 Why Peple Fllw the Leader: The Pwer f Transference jectins and wrked them thrugh, Hartman wuld be in danger f lsing her jb. In cnsulting with cmpanies as diverse as Vlv, AT&T, IBM, and ABB, I have seen cuntless cases like Hartman's. But cmpanies that might nce have put up with this kind f leaderfllwer relatinship cannt affrd that luxury tday. Transferences n lnger necessarily wrk in leaders' favr, because t a large extent, the changing structures f families-mre single-parent hmes, dual wrking parents, and s n-have begun t create wrk envirnments where peple value traditinal leaders less. S it's time that leaders take the transference phenmenn seriusly, learn hw t mitigate its effects, and even manage it t the rganizatin's advantage. In the fllwing pages, I will explre the mst cmmn types f transference, shwing hw they can play ut in the wrkplace and hw they are evlving as the dynamics f family life change. Let's begin by examining the cncept and dynamics f transference in mre detail. The Fantasy and the Facts At its best, transference is the emtinal glue that binds peple t a leader. Emplyees in the grip f psitive transference see their leader as better than she really is - smarter, nicer, mre charismatic. They tend t give that persn the benefit f the dubt and take n mre risk at her request than they therwise wuld. And as lng as the leader's reality is nt t far frm the fllwers' idealizatin - and she desn't start t believe in their idealized image f her-this wrks very well. But withut a strng grunding in reality, leaders can very easily cme undne by their fllwers' psitive transferential prjectins. At the extreme, such fllwers will create a myth that bears n relatin t fact. A classic study f this dynamic is the mvie Being There. In the film, Peter Sellers plays Chance the gardener, a simple man with little knwledge f the wrld beynd gardening. When his wealthy emplyer dies. Chance finds himself by happenstance scializing in the circles f the rich and famus. He behaves as he always has dne, sharing his facile thughts withut cnsidering their effect n thse arund him. But his new acquaintances start reading prfund metaphrs abut plitics and ecnmics int his thrwaway cmments abut gardening. By the end f the film. Chance is being tuted as a U.S. presidential hpeful. Althugh few gd leaders are s unaware f their impact that they will allw their relatinship with fllwers t becme this unrealistic, it's remarkable hw ften even reasnably selfaware leaders will becme victims f illusin. The transference dynamic is mst likely t get ut f cntrl during perids f rganizatinal stress. In such situatins, fllwers tend t be mre dminated by irratinal feelings - in particular, the need fr praise and prtectin frm all-pwerful parents. At the same time, the leader is preccupied with handling the crisis at hand and, as a cnsequence, is prbably less alert t the likelihd that his fllwers are just acting ut childhd fears. This is what happened t a vice president f AT&T I was advising in the mid-1980s, during the breakup f the Bell System. While he was fcusing n strategy, his fllwers felt frustrated that he was nt dealing with their anxiety and reassuring them. Even thugh he was charting a prmising new curse fr his divisin, emplyees cmplained that he wasn't leading them. Anther example f hw transference is triggered by dubt and stress is the way peple feel better just ging t see a dctr, even befre the dctr has dne anything fr them. In large measure, this phenmenn can be explained by patients' trust, which transfers the childhd experience f being cared fr by parents when sick. This type f transference makes it extremely hard fr scientists t evaluate certain medicatins, such as md-altering drugs. Clinical studies shw, fr example, that up t 30% f peple respnd as well t placebs-again, trust-as t antidepressants. Peple wh vlunteer fr a study in hpes f finding a cure t their ailment may be especially receptive t placebs. As well as being quite subtle in its wrkings, transference cmes in many guises. It is blind t bth age and SEPTEMBER

5 Why Peple Fllw the Leader: The Pwer f Transference gender, s steretyping is very dangerus. A male leader, therefre, shuld never assume that he is a father figure r a brther figure -nr shuld a female leader assume she's a mther r a sister. Psychanalysis has clearly shwn that smene can have a paternal transference with a wman in authrity and a maternal transference with a man. What's mre, the images we prject frm childhd are shaped by the family cultures we grew up with, a fact f particular imprtance tday because mre peple nw have family experiences that differ-smetimes quite radicaliy-frm what was lng cnsidered the nrm. Indeed, I've nticed that fr an increasing number f peple, the significant persn frm the past is nt a parent but a sibling, a clse childhd friend, r even a nanny. Organizatins are adjusting t the times, mving frm hierarchies that wrked well with parent-fcused emplyees t mre-hrizntal setups that suit peple wh relate better t near equals. As we'll discuss later, the shift frm parental t sibling transferences can fit rganizatins' needs fr bundary-crssing prject teams and netwrks. When managers at Being sught a leader fr a sftware team that required a lt f interactivity amng members, fr instance, they jked abut finding smene wh was the fifth child in a family f ten siblings, smene wh was used t mediating amng brthers and sisters. In ther wrds, the jb called fr a different kind f leadership than the traditinal hierarchical bss wuld prvide. Sibling leaders have t facilitate prblem slving and build cnsensus. Anther cmplicating factr is that peple can have multiple transferential relatinships in an rganizatin. It seems very likely t me that at General Electric ver the past tw decades, many emplyees nt nly had such relatinships with their immediate bsses but als transferred childhd feelings nt Jack Welch, even thugh they had never met him. In cases f multiple transferences, bth the immediate bss and the CEO might be seen as father figures. But when this happens, the emplyee usually experiences the transferences differently. Typically he will relate t his immediate bss frm the perspective f a child wh is fur, five, r even lder. But he will regard the CEO as a baby wuld see an earlier father figure, wh is distant, prtective, and all knwing. Perhaps the biggest risk in transference cmes frm the fact that it is always a tw-way street. Just as a fllwer prjects his past experiences nt his leader, the leader respnds by prjecting her past experiences back nt the fllwer. Freud called this phenmenn cuntertransference and saw it as ne f the mst serius bstacles t reslving patients' psychlgical issues. The danger was that a psychanalyst wuld respnd t a patient's transferential prtestatins f lve by accepting that lve as real. As a result, the analyst might assume the rle f a prtective parent, furthering the patient's dependency. Or the analysis might end in a lve affair rather than a cure. Cuntertransference is at least as big a prblem fr business leaders as fr psychanalysts. In his nvel Disclsure, Michael Crichtn describes hw a ruthless and dishnest wman is prmted abve a mre-qualified man because she reminds the CEO f a favrite daughter wh was killed in an aut accident. The CEO des nt see her as she is but respnds t her as thugh she were his belved daughter. On the ne hand, transference is a facilitatr f fllwership and therefre a surce f strength fr leaders; n the ther hand, it is a real threat t leaders because it destrys bjectivity. This is why, as we'll see, a gd CEO will try t understand transference and will wrk hard t help his executive team members see ne anther as they really are. The future f the cmpany may depend upn his ability t d s. It's wrth taking time, therefre, t examine the mst cmmn types f transference. In the Name f the Father The type f transference that Ereud bserved fr the first time was paternal transference, in which patients experienced uncnditinal lve fr the analyst as a wise, understanding, prtective father. In such relatinships with Freud, patients slavishly gave up their wn views and embraced his as unquestinably crrect. Paternal transference has been s prevalent in traditinal crpratins that it has been cnsidered nrmal behavir. In rganizatinal surveys, peple invariably describe their immediate bss in psitive terms, even when they express distrust in tp management. Indeed, the hierarchical structure f traditinal rganizatins has reinfrced paternal transference. At every level in a hierarchy, individuals have a bss wh dles ut assignments and rewards. This creates in fllwers a willingness t bey rders - as well as an vervaluatin f the bss and a strengthening f infantile wishes t be lved and prtected. My research shws that wrkers in paternalistically structured businesses typically see their bss frm the perspective f a five-year-ld by wh believes that "father knws best." Of curse, even back in the 1970s, when I wrte a bk n rganizatins called The Gmesman, different types f paternal transference culd be fund in business. Sme peple lked t their bsses as mentrs, the kind f dads wh intrduced their sns t games and sprts; thers saw their bsses as demanding fathers whse apprval was rarely (if ever) given. Perhaps the ideal paternal bss was the pipe-smking, ne-minute manager, the daddy figure wh dispensed small dses f encuragement, apprval, r cnstructive criticism, as needed. Whatever rle fllwers prject nt their leaders, mst male CEOs in traditinal rganizatins have cnsciusly r uncnsciusly encuraged paternal transfer- 80 HARVARD BUSINESS RtVtfcW

6 why Peple Fllw the Leader; The Pwer f Transference CEOs in traditinal rganizatins tend t shw themselves in paternalistic settings, presiding ver large meetings r smiling n videtapes. ences. They tend t shw themselves in paternalistic settings-presiding ver large meetings r smiling n videtapes - where the message is invariably reassuring, upbeat, hpeful. Even when times are bad, these leaders assure their fllwers that the dwnturn is temprary. The message is always the same: "Trust me t steer yu thrugh these trubled waters." Sme cmpanies g a great distance t prmte paternal transference. In the early 1970s, when I wrked with managers at IBM, they tld me that the cmpany had a strict rule against teams and against shared decisin making. The rule had cme directly frm the legendary CEO Tm Watsn, Sr., and it had the effect f frging a direct link between emplyees and their bsses. Whether he was aware f it r nt, Watsn was sanctining paternal transference at IBM. It was further reinfrced by the cmpany's paternalistic cmmitment t emplyees that gd perfrmance ensured lifetime emplyment. I saw similar dynamics at wrk when 1 was a cnsultant t the executive team f AT&T Cmmunicatins during the 1980s. Mst f the vice presidents there were uncritically wrshipful f their business unit presidents and the several CEOs wh were making disastrus strategy mves-giving up cellular telephny, fr instance, and lsing billins in an effrt t cmpete in cmputers. Instead f encuraging healthy debate abut the future f the cmpany, bsses expected-and rewarded-transferential veneratin. I clearly remember ne vice president wh stuck ut because he didn't cmply with this cmpany culture. Althugh his divisin prduced the best results within the lng-distance business unit, the executive team didn't appreciate him. This was nt nly because his realistic attitude tward his business unit's president was fraught with implicit criticism f ther vice presidents' transferential vervaluatin f the leader; it was als because he was an uncnventinal manager fr AT&T at that time. Unlike the thers, he delegated respnsibility, didn't need t take credit fr his divisin's successes, and initiated new businesses. Ultimately, he tk early retirement, frustrated by his inability t push his ideas thrugh the bureaucracy. In this srt f envirnment, fllwers can find their trust in a benevlent leader t be sadly misplaced. Cnsider Eric Edwards, 27 years ld and an executive assistant t the CEO f a prestigius internatinal cmpany. When he left this high-ptential jb, his clleagues and bss were extremely puzzled. He was taking a psitin at a lwer salary with a much smaller cmpany. And he didn't get stck ptins. When asked why he was leaving, Edwards said he wanted t wrk with Ed Carey, a persn he believed culd teach him a great deal. He felt he shared a deep sense f missin with this lder man, wh had in the past gained cnsiderable publicity fr his innvatins. At first, the wrk with Carey was prductive and exciting, and Edwards basked in the credit Carey shared with him. But Carey had t be the innvatr, the authr f all the new ideas. He gave Edwards the rle f implementer and invariably sht dwn r ignred Edwards's wn ideas. It tk five years f psychanalysis befre Edwards - wh came frm a traditinal family - culd realize that his attachment t Carey was transferential. As Edwards came t see, he initially had felt the same kind f supprt frm Carey that he had nce received frm his father. Only when he saw that his bss did nt treat him as a favred sn but rather as a servant did Edwards seek t free himself. He tld me that he'd learned a lt the first cuple f years with Carey, but subsequent years n the jb had been a waste f time. Er better r fr wrse, traditinal paternal transference can create mre lyal fllwers than any f the ther frms f transference-in large part, because it tends t be a stable frm f prjectin. Indeed, sme f ur best leaders are masters f manipulating the paternal transference f their fllwers. Mvie directr Erancis Frd Cppla, fr example, creates a family ut f his cast members, wh address him as "Papa" r "Gdfather." Steven Spielberg's creative team calls him "Rabbi," which means "teacher." Bth f these directrs use the wrshipful feelings f their casts and crews t pull ut the dramatic perfrmances that have resulted in sme f the best films ever prduced. And f the Mther Maternal transference differs frm paternal transference in that it usually draws n an earlier childhd relatinship. Unlike the father, wh is ften perceived as distant and detached, and whse apprval is dependent n perfrmance, the mther is ften seen bth as an authrity figure and as a giver f uncnditinal lve. She is the prtective figure wh gives us life and shwers us with supprt, but she is als the first persn wh says n. It is the mther wh weans us and, fr the mst part, wh tilet trains us. Later it is she wh separates herself frm us t g back t wrk r t mve n t ther children. Nt surprisingly, she is represented by bth the fairy gdmther and the evil stepmther in children's stries. She is bth deity and witch, and this deep divide in ur psyches can SEPTEMBER

7 why Peple Fllw the Leader: The Pwer f Transference play itself ut t dramatic effect in business situatins. One nly has t lk at the public's extreme reactins f lve and hate tward Martha Stewart t realize that wmen leaders stir up sme f the mst cnflicted feelings we have in ur uncnscius. Take, fr instance, Jill Fisher and Allisn Warren. Fisher, age 35, was vice president f the graphic design cmpany funded by Warren, age 55. Bth were creative and emtinally reactive. Warren was a mther figure whm Fisher cunted n fr uncnditinal lve and supprt. When Warren felt that Fisher was sucking her dry, she withdrew emtinally, causing Fisher pain and cnfusin. Fisher felt like an adlescent wh resents her mther because she still needs her. S any spark f disagreement culd fire Fisher's anger, and the tw wuld start screaming at each ther. These cnfrntatins caused Warren t take tranquilizers fr anxiety attacks. Later, Fisher wuld abjectly aplgize, and there wuld be mutual prtesta The Different Faces f Transference When I was a cnsultant t ABB in the 1990s, I was asked t interview managers in Asia, Eurpe, and Nrth America. My gal was t understand hw lcal managers and expatriates viewed strategy, rganizatin, and ne anther. I asked interviewees tw questins: "What is yur view f a gd manager, and what is yur view f a gd father?" The answers were invariably related, but tbere was a sharp divide between the respnses f Westerners and thsef many Asians. Westerners, particularly Americans and Scandinavians, viewed gd fathers and gd managers as peple wh were helpful when needed but wh generally encuraged their fllwers t be independent. By cntrast, the Asians-particularly the ethnic Chinese in Taiwan, Hng Kng, and Singapre-wanted a father-manager wh prtected them and taught them. In return, they were willing t give the leader cmplete lyalty and bedience. Nt surprisingly, these Asians thught f Western leaders as bad parents wh wefully neglected their children. Hwever, yung managers frm Beijing, where the Cultural Revlutin brke traditinal family patterns, respnded smewhat like the Westerners. They described the ideal leader as a gd basketball cach wh put peple int the right rles, prmted teamwrk, and knew hw t adapt strategy t changing cmpetitin. Differences between East and West are further amplified by the relative decline f parental authrity in America. Managers frm Asian and Eastern Eurpean cmpanies still cme frm traditinal families and thus tend t develp paternal transferences-s they ften find it difficult t deal with American rganizatins, which are increasingly mtivated by maternal and sibling transferences. And Westerners ften fail t appreciate Asian and Eastern Eurpean rganizatins' need fr leaders wh reward lyalty with parental interest in their fllwers. tins f lve. Of curse, this was hard n Warren and upsetting t the ther emplyees, wh were smetimes brught int these transferential dramas. Warren isn't the nly strng wman t have a hard time f it in business. Think f Sherry Lansing, president f Paramunt. Lansing is an ex-actress wh, besides being beautiful, is brilliant and tall. She twers ver the male subrdinates she uses t cnvey bad news t mvie hpefuls. In essence, she's taken n the rle f Snw White t avid being seen as the wicked witch. Even s, her underlings refer t her bth as a gddess and as an ice queen. Tina Brwn encuntered similar ambivalence when she was the editr f the New Yrker. Fllwers ften have a hard time dealing with strng wmen precisely because they stimulate in subrdinates the feelings f awe and fear that the mther nce did. Children depend n the help and supprt f the all-pwerful mther. They als want her t be happy and prud f them, and they feel deep guilt if they cause her sufferinga fact that sme mthers use t cntrl their kids. Beneath the guilt is the uncnscius fear that the mther will cut ff her life-giving nurturance. Maternal transferences generate greater expectatins f empathy and tenderness frm bsses than can realistically be met. Usually a bss's apprval is mre cntingent, as it shuld be, n an emplyee's perfrmance than n warm feelings. A clleague f mine saw this when he cached the 40-yearld vice president f a hme-building cmpany, wh was tld in n uncertain terms by the president that he had handed in a bad prpsal. The VP cmplained that the president shuld have shwn mre emtinal intelligence in rejecting the prpsal. When the president dismissed this cmplaint as "psychbabble," the VP grew irate. As my clleague immediately realized, the VP was prjecting an inapprpriate maternal transference. When the cmpany's president didn't respnd as the VP wanted, the VP reacted like a rejected child. Psitive maternal transferences can give peple a pwerful sense f supprt. Think f Rnald Reagan, whse wife, Nancy, was like a prtective tigress during and after his presidency; he called her "Mmmy." Althugh his father was a failed she salesman, Reagan's wn strng mther was a majr reasn fr his self-cnfidence and suc- 82 HARVARD BUSINESS REVIEW

8 cess. Hwever, even psitive maternal transferences can have bad effects. A c lse friend f mine taught fr 18 years in a private schl where mst teachers had a maternal transference with the headmistress, wh created a famllylike culture. The teachers lved their bss and felt cared fr and prtected by her, but the warm feelings they had were nt a gd measure f her ability t perfrm. As she neared retirement, the schl was in the red, and it became clear that the headmistress had dne little either t evaluate and develp the teachers r t help them deal with discipline prblems. While her successr was less cmfrting and mre demanding, he succeeded in raising mney frm rich parents, imprving teachers' salaries, and establishing rules that were fllwed. Maternal transferences can smetimes be quite subversive f the frmal rganizatin even as they facilitate results. In ne sftware cmpany a clleague f mine cnsulted at, a number f male executives had a psitive maternal transference with a wman cwrker. She was the persn they went t with their prblems. These men were extremely cmpetitive, but they were very cmfrtable cmmunicating with ne anther thrugh this wman. As ne f the managers put it, "She desn't have any hierarchical pwer, but she sure has netwrk pwer." She was able t reassure the men that they culd trust ne anther. And Increasingly f the Brther Sibling transference is as ld as Cain and Abel, wh cmpeted fr Gd's affectin and attentin, and Jacb and Esau, wh cmpeted fr their father's. But ver the past generatin, sibling transferences have becme less rivalrus and, at the same time, mre influential. The rivalry has dissipated since children, increasingly raised in singleparent husehlds r in families where bth parents wrk, n lnger care as much abut being their parents' favrite. Instead, many f them develp clse relatinships at an early age with their siblings r with ther kids in day care. As children cannt always rely n hard-wrking parents t be there when needed, they depend mre n siblings and friends fr emtinal supprt. In fact, rather than trying t get what they want by pleasing their parents, kids learn at an early age t play n parental guilt and negtiate fr privileges. Increasingly, these attitudes tward authrity are being transferred t the wrkplace, making leadership even mre difficult. In the curse f my research and cnsulting, I have cnsistently fund that the emplyees wh take mst readily t hrizntal rganizatins like crss-functinal and prject teams are thse wh were brught up in nntraditlnal families. Frntline emplyee Penny Nichls, fr Why Peple Fllw the Leader: The Pwer f Transference instance, a technician in her late twenties whm I met at an AT&T business service center, is cmfrtable interacting with her peer netwrk. She's als develped independent relatinships with custmers - in ne case, t the pint where she persnally cntrlled a multimillindllar accunt. This custmer invites Nichls t cnferences and refuses t deal with AT&T managers r accunt executives. I asked Nichls whether she felt cmfrtable handling this accunt by herself. She cnceded that she Newer generatins f emplyees are susceptible t sibling transferences.they thrive in peer netwrks but can be hard t lead because they ften have an anarchic ideal f leadership. did need assistance with sme f the data, but her friend Annie Heliwarth frm infrmatin services helped her ut there. And what abut her manager? What was his rle? She said she needed his help nly t get pricing infrmatin and t cnnect with ther parts f AT&T when the cmpany had new prducts she culd ffer the custmer. But even thugh Nichls did a gd jb and was highly mtivated, she was nt fully qualified t develp the business relatinship with the custmer. Ppular advice t management n empwering emplyees ignres this srt f prblem. Emplyees like Nichls-wh cmes frm a family where bth parents wrked and wh nt surprisingly has transferential ties t cwrkers rather than t managers - functin best as players in a game with clear rles, rules, rewards, and relatins t authrity. Otherwise, they tend t ignre authrity, which can smetimes lead them t cmmit the cmpany t bad deals. Indeed, ne cnsequence f the rise in sibling transference in leadership is that peple are becming increasingly critical f and ambivalent tward their bsses. At ne cmpany, I saw sibling transferences turn a grup f emplyees int a band f brthers wh were rebelling against an autcratic bss/father. Peple cming frm nntraditinal family cultures tend t evaluate bsses in terms f their value as leaders, which is very much the way children see team captains in the schl yard. Thus, the newer generatin f emplyees shws less interest bth in being mentred and in mentring, and mre interest in develping reciprcal relatins in their netwrks f peers. Of curse, these kinds f fllwers are hard t lead, fr they ften have an anarchic ideal f leadership. But their attitudes d fit the needs f the many cmpanies that are mving away frm prduct-based business mdels t ttalslutin strategies. T avid narrwing prfit margins. SEPTEMBER

9 Why Peple Fllw the Leader; The Pwer f Transference cmpanies like GE Energy are wrapping prducts in services that require emplyees t wrk interdependently with custmers. I cnsulted fr ABB in Canada at a time when the cmpany's electrical prducts were becming cmmdities. T bst prfits, we explred the ptential f ding business with large custmers like the zincmining and smelting cmpany Cminc, which prpsed partnering with ABB (rather than merely buying equipment) t increase energy efficiency and decrease envirnmental pllutin. T pursue this pprtunity, ABB had t pull peple tgether frm its different business units t wrk with engineers frm Cminc. Cmpanies shifting frm selling prducts t cprducing slutins recgnize that they need t mve away frm traditinal hierarchical mdels. Jay Galbraith, a prfessr at the University f Suthern Califrnia, has written abut this srt f shift at cmpanies such as Nestld, Nkia, and Citibank. He describes it in terms f frming crss bundary netwrks that require leaders wh can build trusting relatinships t facilitate decisin making and create cnsensus. IBM, nce the pster child f hierarchy, is taking the lead in this change. The CEO, Sam Palmisan, is trying t mve the cmpany away frm a If all relatinships are clred by transference, hw can yu ever knw if yur fllwers' relatinships with yu are real? Yu can't. pure hierarchy as he rganizes t integrate technlgy with business prcesses. In IBM's latest annual reprt, Palmisan highlights prmising pprtunities in business transfrmatin utsurcing, "which was nt even part f the industry lexicn i8 mnths ag." Implementing IBM's new strategy will require teams f clleagues frm different disciplines wh are cmfrtable wrking tgether and willing t shift leadership rles accrding t wh has the apprpriate cmpetence. There can be n clearer sign f the increased imprtance f sibling transferences. Sibling transference has even made its debut in plitics with the first baby bmer U.S. president. Bill Clintn. Peple didn't relate t Clintn as a father-the kind f transference yu might have expected with the natin's cmmander in chief-but rather as an admired lder brther r "buddy" (as Clintn named his dg). Althugh he had his critics, Clintn was never really expected t be a mdel f gd behavir. Unlike Lyndn Jhnsn, fr whm Americans' psitive attitude fiipped when their patemal-transferential expectatins were shattered, Clintn was allwed t get away with his wmanizing because he was perceived by much f the public as merely a naughty brther. Making Transference Wrk fr Yu If all relatinships are clred by transference, hw can yu ever knw if yur fllwers' relatinships with yu are real? The shrt answer is that yu can't. Even the clsest relatinships cmbine bjective reality with images and emtins carried ver frm the past, and there will never be any way arund that. Hwever, yur fllwers' mtivatins fr fllwing dn't have t be based in reality in rder t wrk. What's mre, there are ways f managing transferences that nt nly reduce the ptential fr negative transferences but actually increase the likelihd f psitive nes. A key way that managers can infiuence their fllwers' psitive and negative transferences is t acknwledge their wn transferences. The classic path t selfknwledge is intrspectin - the apprach favred in psychlgy. The truble with intrspectin, f curse, is that it can paralyze a leader, especially ne with a strng bsessive bent. Endless self-analysis will prevent her frm making quick decisins. Cnsequently, many f the mst effective leaders rely n an utsidert prvide an incisive reality check. The "cnsultant" can be a member f the family - Bill Gates, fr instance, rutinely uses his wife as a sunding bard. Other peple turn t a lngtime friend r assciate, as British tycn Lrd James Hansn relied heavily n his U.S.-based business partner Sir Grdn White. Increasingly, leaders als wrk with executive caches t get an utside view. When leaders wish t manage fllwers'transferences, as well as their wn, they can start by bringing the uncnscius int awareness - which is what Ereud is all abut. This effrt is especially imprtant when staff members view a leader thrugh different transferential lenses. In such a situatin, a leader can deal with his fllwers' transferences by shwing himself mre as he actually is, thereby demystifying his prfessinal relatinships. But dn't cunt n these steps t eliminate prjectins. S lng as they are uncnscius,transferences remain strng. What's wrse, the psitive transference f the fllwer is likely t becme negative befre it disappears, as we have seen in public attitudes tward U.S. presidents. In cnsulting with CEOs, I've had them and their executive teams answer the persnality questinnaire frm my bk The Prductive Narcissist as a way t discuss hw the persnalities f the individuals influence their leadership style and hw they relate t ne anther and their fllwers. This exercise has increased mutual understanding and bjectivity, smetimes uncvering prblematic transferences. In ne case, it became clear that a chief financial fficer was ttally fcused n pleasing the CEO, wh was a father figure fr her. She was resentful that the HARVARD BUSINESS REVIEW

10 Why Peple Fllw the Leader: The Pwer f Transference CEO didn't shw her mre attentin; at the same time, hwever, she ignred several vice presidents wh ffered their help. The mre peple knw ne anther and the rules f the game, the harder it is t prject and the mre bviusly unreal the prjectins will be. As the new CEO f DAI, an internatinal develpment cmpany struggling t manage its grwth, Tny Barclay tk precisely this apprach in succeeding a father figure CEO. In rder t prevent peple frm autmatically relating t him as a patriarch r else resenting him as the brther wh usurped the father, Barclay tk a lt f time and truble t make sure that all his emplyees knew him very well. He als went t great lengths t help them realize that tbeir rewards and prmtins depended n their wn perfrmance, nt n their relatinship with him. Barclay calls bis style f leadership "management by cnsequence," and it essentially centers n building a mutual understanding between leader and fllwer. Barclay's apprach has nt nly mitigated negative transferences and childlike dependencies at DAI; it als has made Barclay int a rle mdel fr bis managers and ther emplyees. Becming a rle mdel strengthens a leader's authrity and inspires teamwrk and cmpany spirit. We can see this dynamic at wrk in sprts teams. Michael Jrdan, especially when he was at his prime playing fr the Chicag Bulls, was the unquestined leader f a grup f highly paid athletes wh wuld nt Managing Transference It is impssible t master yur fllwers'transferences fr them. Fllwers need t d that n their wn -and in sme cases, it can requireyearsf therapy with a highly trained analyst. But yu can safely guide them in the right directin by taking these three steps: Knw yurself. Get cnstant reality checks frm family, utsiders, and business assciates. Build a team f clse clleagues t help keep yur perceptins grunded in reality. Prmte mutual understanding. Make sure peple knw yu. Share yur fibles wisely. Dn't pretend t be what yu're nt. Make sure everyne knws the rules that yu play by and that yu want them t play by. Create a cmmn enemy. Buy time fr self-knwledge and mutual understanding by rallying peple against an utside threat. But make sure they dn't feel t threatened and that yu dn't becme t scary in the prcess. easily accept authrity. Rather than expect Jrdan t be a caring parent, teammates wanted t "be like Mike." The difficulty f the rle-mdel apprach is that yu can't fake it. Emplyees have t see yu as an authentic ideal, like Bill Gates r Steve Jbs. (Of curse, yu als need emplyees with enugh talent and cnfidence t feel they can be like Bill r Steve.) Barclay says that sustaining this rletakesaltf wrk."if yu get lazy, yu'll lse it." The path t mutual understanding is ften a lng ne, and rganizatins can implde befre treatment strategies take effect. One way t speed things up a little is the time-hnred tactic f creating an utside enemy. This prvides a shrt-term bst t emplyees' psitive transferences, allwing them t get ver negative feelings abut tbe leader, at least fr a while. Tbis apprach strengthened the transferential fllwing f Gerge W. Bush after September n, 2001, as he emphasized his leadership in prtecting the United States frm terrrist threats. (Hwever, we have seen that this kind f transference can turn negative when leadership appears t fail.) Frmer CEO Gran Cllert tk tbe utside-enemy apprach at Swedbank. He tld emplyees that the bank faced threats nt nly frm Swedish cmpetitrs but als frm tbe Danes, the Dutch, and the Germans. The psychlgical impact f the threat - real r nt - was t strengthen wrkers' psitive transference with Cllert as a leader. Effective as the utside-enemy tactic can be in buying a leader sme time t understand and manage the transference prblem, it des carry serius lng-term dangers. In time, insecurity and anxiety in tbe face f the utside threat can cause peple t regress t a childlike state where they want their leader t prtect them. They dn't step up t respnsibility, and tbeir anxiety becmes crrsive t the rganizatin. Additinally, when a leader starts acting like a general marshaling frces against the enemy, emplyees can becme mre afraid f the authritative leader than f the external tbreat. Creating a cmmn enemy, therefre, is a strategy that shuld always be used sparingly and never in islatin. * * N leader will ever be able t cmpletely cntrl his fllwers' uncnscius mtivatins-transference is t deeply ingrained in human nature fr that. Yet if the rganizatin is t be prtected frm itself, fllwers' prjectins and mtivatins must be channeled and managed. The challenge is especially urgent fr tday's rganizatins, in which increasing diversity requires us all t mve away frm steretyping and really understand differences in persnality and ways f thinking and learning. ^ 1.1 have changed the names and ccupatins in examples frm my clinical wrk and that f my clleagues. Reprint R0409E T rder, see page 139. SEPTEMBER

11

FOUNDATIONS OF DECISION-MAKING...

FOUNDATIONS OF DECISION-MAKING... Table f Cntents FOUNDATIONS OF DECISION-MAKING... Errr! Bkmark nt Describe the decisin-making prcess pp.62-66... Errr! Bkmark nt Explain the three appraches managers can use t make decisins pp.67-70 Errr!

More information

ANXIETY SYMPTOMS INTERVENTION SESSION HANDOUTS. Introduction to Fighting Fear by Facing Fear. Making a Fears and Worries List

ANXIETY SYMPTOMS INTERVENTION SESSION HANDOUTS. Introduction to Fighting Fear by Facing Fear. Making a Fears and Worries List SESSION ANXIETY SYMPTOMS INTERVENTION 5 SESSION HANDOUTS Handut 5.1: Handut 5.2: Handut 5.3: Handut 5.4: Handut 5.5: Handut 5.6: When Yu Face Yur Fears STOP! Intrductin t Fighting Fear by Facing Fear The

More information

Name: Anchana Ganesh Age: 21 years Home Town: Chennai, Tamil Nadu Degree: B.Com. Profilometer Score. Profilometer Graph

Name: Anchana Ganesh Age: 21 years Home Town: Chennai, Tamil Nadu Degree: B.Com. Profilometer Score. Profilometer Graph Ms. Archana Ganesh Candidate Analyzed n: August 7 th, 2012 Candidate Infrmatin: Name: Anchana Ganesh Age: 21 years Hme Twn: Chennai, Tamil Nadu Degree: B.Cm Abut Prfilmeter Prfilmeter is a Psychmetric

More information

Module 6: Goal Setting

Module 6: Goal Setting Mdule 6: Gal Setting Objectives T understand the cncept f gal setting in Brief CBT T acquire skills t set feasible and apprpriate gals in Brief CBT What is gal setting, and why is it imprtant t set gals

More information

Interpretation. Historical enquiry religious diversity

Interpretation. Historical enquiry religious diversity Name: Year 8 Histry Prject 3: D The Cmmnwealth Games Still Matter In The 21 st Century? Mdule: Date Set: Deadline: Descriptin f the task: The prject is split int three separate parts: The prject is split

More information

Understanding and Recognizing Anxiety

Understanding and Recognizing Anxiety Understanding and Recgnizing Anxiety Mst peple d nt recgnize their anxiety fr what it is, and instead think there is smething mre serius ging n. Myth: Reading, thinking, and learning abut anxiety will

More information

The Mental Capacity Act 2005; a short guide for the carers and relatives of those who may need support. Ian Burgess MCA Lead 13 February 2017

The Mental Capacity Act 2005; a short guide for the carers and relatives of those who may need support. Ian Burgess MCA Lead 13 February 2017 The Mental Capacity Act 2005; a shrt guide fr the carers and relatives f thse wh may need supprt Ian Burgess MCA Lead 13 February 2017 Agenda Overview f the MCA The 5 Principles and the legal definitin

More information

ADULT CHILDREN OF ALCOHOLICS Characteristics. Adult Children of Alcoholics

ADULT CHILDREN OF ALCOHOLICS Characteristics. Adult Children of Alcoholics ADULT CHILDREN OF ALCOHOLICS Characteristics Adult Children f Alchlics 1. guess at what nrmal is 2. have difficulty in fllwing a prject thrugh frm beginning t end 3. lie when it wuld be just as easy t

More information

All meetings and events held by, or on behalf of ESN Agder All ESN-related online activity All external representation of ESN and ESN Agder

All meetings and events held by, or on behalf of ESN Agder All ESN-related online activity All external representation of ESN and ESN Agder Agder, 26 th f March, 2018 Cde f cnduct Erasmus Student Netwrk Agder is cmmitted t prmting equality f pprtunity fr all, and t ensure that n individual is discriminated against in the planning and delivery

More information

Swindon Joint Strategic Needs Assessment Bulletin

Swindon Joint Strategic Needs Assessment Bulletin Swindn Jint Strategic Needs Assessment Bulletin Swindn Diabetes 2017 Key Pints: This JSNA gives health facts abut peple with diabetes r peple wh might get diabetes in Swindn. This helps us t plan fr medical

More information

Success Criteria: Extend your thinking:

Success Criteria: Extend your thinking: Discussin Directr Yur jb is t invlve thers in cnversatin abut the text by getting them t think and talk abut the BIG IDEAS in the chapter/ sectin they have just read. Cmpse 5 questins that yu want t discuss

More information

PILI Ohana Facilitator s Guide

PILI Ohana Facilitator s Guide Previus Versin: September 10, 2007 Updated Versin: Octber 2, 2007 PILI Ohana Facilitatr s Guide Lessn 5: Managing and Reducing Negative Thughts and Emtins. Questin/Tpic Script Reminder/Activity Welcming

More information

My Love Map. What is a Love Map?

My Love Map. What is a Love Map? My Lve Map What is a Lve Map? The term Lve Map was riginally cined by Dr. Jhn Mney in his wrk with male and female gender identity. He said Frm the mment they re brn, infants start frming a Lve Map a grup

More information

Job Satisfaction. Job Satisfaction. Financial rewards, benefits, flexible work hours and stress among lest cited reasons

Job Satisfaction. Job Satisfaction. Financial rewards, benefits, flexible work hours and stress among lest cited reasons Jb Satisfactin Zapps - Las Vegas-based e-cmmerce site specializing in shes, apparel and electrnics - CEO hsts pajama parties and excessively blgs abut varius subjects - During caching sessins emplyees

More information

Career Confidence. by Kevin Gaw

Career Confidence. by Kevin Gaw Career Cnfidence by Kevin Gaw In additin t the requisite skills, experiences, and rganizatinal match being sught fr a psitin fr which a candidate is applying, mst emplyers screen fr what I call career

More information

Code of employment practice on infant feeding

Code of employment practice on infant feeding Cde f emplyment practice n infant feeding An Emplyer s guide t: Sectin 69Y f the Emplyment Relatins Act 2000 Frewrd As Minister f Labur, I am pleased t publish the Cde f Emplyment Practice n Infant Feeding.

More information

Patience with Patients. Don Pinkston, LCSW, CADC Kim Pinkston, LCPC, CADC, BC-DMT, GL-CMA

Patience with Patients. Don Pinkston, LCSW, CADC Kim Pinkston, LCPC, CADC, BC-DMT, GL-CMA Patience with Patients Dn Pinkstn, LCSW, CADC Kim Pinkstn, LCPC, CADC, BC-DMT, GL-CMA Really? We have t have patience?? 3 Objectives Discuss challenges t delivering quality care External factrs Persnal

More information

Individual Assessments for Couples Treatment with HFCA

Individual Assessments for Couples Treatment with HFCA Individual Assessments fr Cuples Treatment with HFCA Jennifer S. Ripley, Ph.D. Many appraches t cuples therapy include an individual assessment whenever a cuple cmes fr treatment. Therapists shuld be aware

More information

Self-Awareness Exercise:

Self-Awareness Exercise: Self-Awareness Exercise: Spend 5 minutes t write dwn answers t the fllwing questins: 1. What were the rules and ways f cmmunicating within my family? Hw has this affected the way I see the wrld? 2. What

More information

ALCAT FREQUENTLY ASKED QUESTIONS

ALCAT FREQUENTLY ASKED QUESTIONS 1. Is fasting required befre taking the Alcat Test? N. It is recmmended t drink water and t avid stimulants like caffeine prir t the test. 2. With regard t testing children, must a child be a certain age

More information

1/19/2018. Writing Proficiency: Memos Self Leadership Self Awareness and Leadership

1/19/2018. Writing Proficiency: Memos Self Leadership Self Awareness and Leadership Writing Prficiency: Mems Self Leadership Self Awareness and Leadership Yur Persnal Best Leadership Experience Values in Actin SLPI reprt (next week) Leader Traits and self-awareness Rle management exercise

More information

Human papillomavirus (HPV) refers to a group of more than 150 related viruses.

Human papillomavirus (HPV) refers to a group of more than 150 related viruses. HUMAN PAPILLOMAVIRUS This infrmatin may help answer sme f yur questins and help yu think f ther questins that yu may want t ask yur cancer care team; it is nt intended t replace advice r discussin between

More information

SESSION HANDOUTS ANXIETY SYMPTOMS INTERVENTION. Assertiveness Checklist and Stepladders Fighting Fear by Facing Fear Form SESSION

SESSION HANDOUTS ANXIETY SYMPTOMS INTERVENTION. Assertiveness Checklist and Stepladders Fighting Fear by Facing Fear Form SESSION SESSION ANXIETY SYMPTOMS INTERVENTION SESSION HANDOUTS 9 Handut 9.1: Handut 9.2: Handut 9.3: Handut 9.4: Why Be a Cnfident Persn? Becming Assertive Assertiveness Checklist and Stepladders Fighting Fear

More information

Chapter 3 Perceiving Ourselves and Others in Organizations

Chapter 3 Perceiving Ourselves and Others in Organizations Chapter 3 Perceiving Ourselves and Others in Organizatins We begin this chapter by lking at hw peple perceive themselves, that is, their selfcncept. The Self-Cncept refers t an individual s self-beliefs

More information

Breast Cancer Awareness Month 2018 Key Messages (as of June 6, 2018)

Breast Cancer Awareness Month 2018 Key Messages (as of June 6, 2018) Breast Cancer Awareness Mnth 2018 Key Messages (as f June 6, 2018) In this dcument there are tw sectins f messages in supprt f Cancer Care Ontari s Breast Cancer Awareness Mnth 2018: 1. Campaign key messages

More information

Say Goodbye to Test Anxiety. Kortschak Center for Learning and Creativity University of Southern California Presented by: Eliza Peña

Say Goodbye to Test Anxiety. Kortschak Center for Learning and Creativity University of Southern California Presented by: Eliza Peña Say Gdbye t Test Anxiety Krtschak Center fr Learning and Creativity University f Suthern Califrnia Presented by: Eliza Peña 1 Learning Objective By the end f this wrkshp, students will be able t: Recgnize

More information

D E R B Y, D E R B Y S H I R E, N O T T I N G H A M & N O T T I N G H A M S H I R E L M I S U M M A R Y

D E R B Y, D E R B Y S H I R E, N O T T I N G H A M & N O T T I N G H A M S H I R E L M I S U M M A R Y D E R B Y, D E R B Y S H I R E, N O T T I N G H A M & N O T T I N G H A M S H I R E L M I S U M M A R Y 2 A B O U T This dcument prvides a summary f key findings fr the Derby, Derbyshire, Nttingham and

More information

EXPLORING THE PROCESS OF ASSESSMENT AND OTHER RELATED CONCEPTS

EXPLORING THE PROCESS OF ASSESSMENT AND OTHER RELATED CONCEPTS 1 SECTION 1 INTRODUCTION: EXPLORING THE PROCESS OF ASSESSMENT AND OTHER RELATED CONCEPTS The Nature Of Assessment The Definitin Of Assessment The Difference Between Testing, Measurement And Evaluatin Characteristics

More information

Advantage EAP Employee Assistance Program

Advantage EAP Employee Assistance Program Advantage EAP Emplyee Assistance Prgram July 2014 In This Issue What might we face? Symptms f SAD Seasnal changes in biplar disrder Tips fr cmbating summer truble When t seek help Tips fr helping thse

More information

Practicum Evaluation Form - Formative Assessment

Practicum Evaluation Form - Formative Assessment Practicum Evaluatin Frm - Frmative Assessment Candidate Name: Candidate ID#: Mentr/Principal Name: LEA/District: Cllege/University: Prgram Crdinatr: This frm is t be cmpleted and frmally shared with the

More information

EVALUATION OF POVERTY AND STIGMA SESSIONS

EVALUATION OF POVERTY AND STIGMA SESSIONS Questin 1 As a result f participating in this sessin, my awareness f pverty has: Numbers lt 43 37 6 Ttal 86 lt Qutes / Cmments Already wrk clsely with emplyability pipeline and welfare rights Very infrmative

More information

EDPS 475: Instructional Objectives for Midterm Exam Behaviorism

EDPS 475: Instructional Objectives for Midterm Exam Behaviorism EDPS 475: Instructinal Objectives fr Midterm Exam Behavirism 1. Given a nvel example t chse frm, identify the characteristics f classical cnditining. General mdel: Stimulus (S) elicits >Respnse (R) Based

More information

Behaviour Management: Some Ideas revisited

Behaviour Management: Some Ideas revisited Behaviur Management: Sme Ideas revisited Tmrrw I will walk int yur classrm I must learn t read, write, calculate, and spell... But my greatest need is lve I wn t be easy t teach and I wn t be easy t lve.

More information

Ontario Dress Purple Day: Lesson 3

Ontario Dress Purple Day: Lesson 3 Ontari Dress Purple Day: Lessn 3 Lessn 3: Well-being in the Cmmunity Lessn Intrductin Well-being is that psitive sense f self, spirit, and belnging that we feel when ur physical, emtinal, scial, and cgnitive

More information

Organizational Capacity for Change and Patient Safety

Organizational Capacity for Change and Patient Safety Organizatinal Capacity fr Change and Patient Safety Debrah M. Nadzam, PhD, FAAN - Jint Cmmissin Resurces Lrrie Jnes-Hartley, MSN, CRRN-A - Durham Reginal Hspital Presentatin Objectives Briefly describe

More information

Assessment Field Activity Collaborative Assessment, Planning, and Support: Safety and Risk in Teams

Assessment Field Activity Collaborative Assessment, Planning, and Support: Safety and Risk in Teams Assessment Field Activity Cllabrative Assessment, Planning, and Supprt: Safety and Risk in Teams OBSERVATION Identify a case fr which a team meeting t discuss safety and/r safety planning is needed r scheduled.

More information

The Psychology of. Thinking Grey about Testing

The Psychology of. Thinking Grey about Testing The Psychlgy f Testing Thinking Grey abut Testing I am: The Test Practice Manager fr the New Zealand Department f A hlder f an Hnurs Internal Degree Affairs in Cgnitive Psychlgy and Philsphy N, we are

More information

1/16/2019. Self Leadership Self Awareness and Leadership. Leader Traits and self-awareness Role management exercise Leadership Philosophy

1/16/2019. Self Leadership Self Awareness and Leadership. Leader Traits and self-awareness Role management exercise Leadership Philosophy Self Leadership Self Awareness and Leadership Finding yur vice (1 st step in Mdel the Way practice) Values in Actin SLPI reprt (January 28 th ) Leader Traits and self-awareness Rle management exercise

More information

Social Learning Theories

Social Learning Theories Scial Learning Theries - Careful scientific prcedures and methdlgy that characterize the behaviurist apprach Albert Bandura - Brn in small twn Alberta - Plish decent - Only sn with 5 sisters - Interested

More information

RI International Peer Employment Training

RI International Peer Employment Training RI Internatinal Peer Emplyment Training In Peer Supprt, mind and heart matter. Since 2000, we have successfully recruited and trained Peer Supprt Specialists at RI Internatinal (frmerly Recvery Innvatins)

More information

Psychological aspects of breast cancer. Dr Caroline Dancyger & Dr Esther Hansen

Psychological aspects of breast cancer. Dr Caroline Dancyger & Dr Esther Hansen Psychlgical aspects f breast cancer Dr Carline Dancyger & Dr Esther Hansen Cmmn acrss all cancers Adjustment as the nrm Diagnsis End f active treatment r Discharge Palliative Care Recurrence distress t

More information

Advance Care Planning Collaboration 101

Advance Care Planning Collaboration 101 Advance Care Planning Cllabratin 101 Stephanie VanSlyke, RN ACP Facilitatr Ethics Cnsultant Michigan Hme Care & Hspice Assciatin Overview Defining the prcess f Advance Care Planning (ACP) Why is ACP imprtant?

More information

True Patient & Partner Engagement How is it done? How can I do it?

True Patient & Partner Engagement How is it done? How can I do it? True Patient & Partner Engagement Hw is it dne? Hw can I d it? GROUP TECHNICAL ASSISTANCE JANUARY 18, 2017 COLORADO FOUNDATION FOR PUBLIC HEALTH AND THE ENVIRONMENT Webinar Objectives 1. Describe patient

More information

Campus Climate Survey

Campus Climate Survey Campus Climate Survey Executive Summary www.ecu.edu/ecyu 2016 A prject spnsred by the Office fr Equity and Diversity Executive Summary Prject Backgrund In FY 2013-2014, the Campus Climate Cmmissin prpsed

More information

Communication Skills Beyond Words! MARY-ELLEN ROGERS AUGUST 15, 2017

Communication Skills Beyond Words! MARY-ELLEN ROGERS AUGUST 15, 2017 Cmmunicatin Skills Beynd Wrds! MARY-ELLEN ROGERS AUGUST 15, 2017 Agenda Defining cmmunicatin Assess yur cmmunicatin expertise Learn the tp 10 cmmunicatin skills Mre than just wrds what s yur bdy saying?

More information

Foundations of Employee Motivation

Foundations of Employee Motivation Fundatins f Emplyee Mtivatin Mtivatin refers t the frces within a persn that affect his r her directin, intensity, and persistence f vluntary behavir Particular level f effrt (intensity) Certain amunt

More information

Dysart Unified School District

Dysart Unified School District Dysart Unified Schl District High Schl Scial Studies U.S. Histry- Pilt First Quarter Practicum Cnstructed Respnse Assessment Fall, 2013 Student Name: Schl: Date: Teacher Name: Scre: pts. 1-2 FFB 3 APR

More information

Mastering the Fear of Failure: And Other Disruptive Emotions. Gerald D. Pulvermacher, Ph.D., C. Psych.

Mastering the Fear of Failure: And Other Disruptive Emotions. Gerald D. Pulvermacher, Ph.D., C. Psych. Mastering the Fear f Failure: And Other Disruptive Emtins By Gerald D. Pulvermacher, Ph.D., C. Psych. A clleague f mine recently advised me t begin sharing my 44 years f bservatins and insights derived

More information

The Interface Between Theory of Mind and Language Impairment

The Interface Between Theory of Mind and Language Impairment The Interface Between Thery f Mind and Language Impairment By Lauren Lwry Hanen Certified SLP and Clinical Staff Writer When mst f us hear the term thery f mind we usually think abut children with autism

More information

Wellbeing in executive coaching do you address the whole person?

Wellbeing in executive coaching do you address the whole person? The Future fr Executive Caching: Evlving Prfessinal Practice Wellbeing in executive caching d yu address the whle persn? A paper fr the 3rd APECS Annual Sympsium n Wednesday June 18th 2014 written by:

More information

Peer Recovery Mentors

Peer Recovery Mentors Peer Recvery Mentrs DATE: April 24, 2018 PRESENTED BY: Chris Clasurd & O Nesha Cchran, EVOLVE Peer Recvery Mentrs; Mental Health Assciatin f Oregn Disclsure Infrmatin Speakers: O Nesha Cchran and Chris

More information

Session 5: Is FOOD fair?

Session 5: Is FOOD fair? Sessin 5: Is FOOD fair? Age range: 7-11 years Outline Learners will play a simulatin game Can yu beat the system?, t develp their understanding f the glbal fd system and its winners and lsers. They will

More information

Emotional Intelligence Common Models and Theories. Emotional Intelligence. Social Awareness. Self Awareness. Self Management.

Emotional Intelligence Common Models and Theories. Emotional Intelligence. Social Awareness. Self Awareness. Self Management. Emtinal Intelligence Cmmn Mdels and Theries Emtinal Intelligence The term emtinal intelligence has been arund since the 1980's and was ppularised by Daniel Gleman in the mid 1990's when he wrte his best-selling

More information

A pre-conference should include the following: an introduction, a discussion based on the review of lesson materials, and a summary of next steps.

A pre-conference should include the following: an introduction, a discussion based on the review of lesson materials, and a summary of next steps. NAU Mdel Observatin Prtcl The mdel prtcl was develped with supprt and expertise frm the Natinal Institute fr Excellence in Teaching (NIET) and is based in great part n NIET s extensive experience cnducting

More information

AUTHORISED BY: CEO. Introduction. Whistle Blowing

AUTHORISED BY: CEO. Introduction. Whistle Blowing GUIDELINE NAME: Field Cmplaints Disclsure Guidelines SECTION : Refer t Excel Guidelines list Dcument N: DISTRIBUTION: All Emplyees FIRST ISSUED: April 2013 DATE UPDATED: Dec 2014 ISSUED/UPDATED BY: Peple

More information

Glaucoma Interviews: Due Tuesday, May 22 nd

Glaucoma Interviews: Due Tuesday, May 22 nd Glaucma Interviews: Due Tuesday, May 22 nd 1) Read the glaucma article well! It will explain what it is, plus tell yu sme symptms and risk factrs. Yu may want t use a highlighter r pen t mark imprtant

More information

Leadership Coaching: A Case Study on the Potential of Brief Coaching

Leadership Coaching: A Case Study on the Potential of Brief Coaching Leadership Caching: A Case Study n the Ptential f Brief Caching PHONE EMAIL WEB Hectr Sandval +34 664 46 10 54 hsandval@me.cm www.hsctalent.cm A Case Study: The Ptential f Brief Caching Leadership Caching:

More information

PET FORM Planning and Evaluation Tracking ( Assessment Period)

PET FORM Planning and Evaluation Tracking ( Assessment Period) Divisin f: Behaviral Studies PET FORM Planning and Evaluatin Tracking (2010 2011 Assessment Perid) Persn Respnsible fr this Divisin: Jerry Mller Department f: Behaviral Sciences Persn Respnsible fr this

More information

Code of Conduct for Employees

Code of Conduct for Employees Crprate Human Resurces Plicy Cntent Updated: 2016-06-22 Wrk Envirnment Plicy N: HR-01-09 Page 1 f 5 Apprval: 2014-09-24 Cde f Cnduct fr Emplyees POLICY STATEMENT The residents and businesses f the City

More information

HSC 106 Personal Health Plan for Learning Activities & Assessment linked to Michigan Teacher Preparation Standards

HSC 106 Personal Health Plan for Learning Activities & Assessment linked to Michigan Teacher Preparation Standards HSC 106 Persnal Health Plan fr Learning Activities & Assessment linked t Michigan Teacher Preparatin Standards Standard 1 Cmpetency 1.1 Understand basic health cntent as it relates t schl health educatin.

More information

State Health Improvement Plan Choosing Priorities, Creating a Plan. DHHS DPH - SHIP Priorities (Sept2016) 1

State Health Improvement Plan Choosing Priorities, Creating a Plan. DHHS DPH - SHIP Priorities (Sept2016) 1 State Health Imprvement Plan 2017-2021 Chsing Pririties, Creating a Plan DHHS DPH - SHIP Pririties (Sept2016) 1 Creating a Plan: 2017-2021 SHIP Welcme! Wh s here? What is the State Health Imprvement Plan

More information

Full-time or part-time to a minimum of 0.8FTE (30 hours per week) Job Reference: CLS00161

Full-time or part-time to a minimum of 0.8FTE (30 hours per week) Job Reference: CLS00161 Jb Title: Medical Statistician Grade: 8 Salary: 42,418 t 47,722 per annum Department: Research Design Service (RDS) and Leicester Clinical Trials Unit (LCTU) Cntract: Open ended cntract subject t fixed

More information

Appendix C. Master of Public Health. Practicum Guidelines

Appendix C. Master of Public Health. Practicum Guidelines Appendix C Master f Public Health Practicum Guidelines 0 Gergia State University, Schl f Public Health Master f Public Health Practicum Guidelines Fr mre infrmatin, cntact Jessica Hwell Pratt, MPH Practicum

More information

STAKEHOLDER IN-DEPTH INTERVIEW GUIDE

STAKEHOLDER IN-DEPTH INTERVIEW GUIDE STAKEHOLDER IN-DEPTH INTERVIEW GUIDE PURPOSE The Stakehlder In-Depth Interview Guide cntributes t understanding the scale-up prcess by asking key stakehlders t evaluate what has been achieved in scaleup,

More information

National Programme on Technology Enhanced Learning (Phase II)

National Programme on Technology Enhanced Learning (Phase II) Lecture 22: Dialectical and Dialgic Theries f Relatinal Cmmunicatin The previus lecture discussed sme theries that explain the rle f cmmunicatin in the frmatin f interpersnal relatinships. This lecture

More information

Speaker: Presentation Date. Topic. February 22, How to Master States of Mind. Dr. David Krueger. Living Life On My Own Terms Is Amazing!

Speaker: Presentation Date. Topic. February 22, How to Master States of Mind. Dr. David Krueger. Living Life On My Own Terms Is Amazing! Speaker Handut Speaker: Dr. David Krueger David Krueger, M.D. is an Executive Mentr Cach, and CEO f MentrPath, an executive caching, training, publishing, and wellness firm. He wrks with executives in

More information

Proposal 101: So, You Want to Change the World AND Receive Funding to do so?

Proposal 101: So, You Want to Change the World AND Receive Funding to do so? Prpsal 101: S, Yu Want t Change the Wrld AND Receive Funding t d s? Pamela Mitzelfeld Sherry Wynn Perdue Oakland University Writing Center 212 Kresge Library The Nature f Prpsals There is n such thing

More information

A MORE HUMAN APPROACH TO INNOVATION RESEARCH 2

A MORE HUMAN APPROACH TO INNOVATION RESEARCH 2 A MORE HUMAN APPROACH TO INNOVATION RESEARCH 2 INTRODUCTION Successful innvatin f cnsumer prducts and services relies n the ideas and feedback f real peple. Each persn has unique skills and abilities that

More information

Criminal Justice Social Work

Criminal Justice Social Work Criminal Justice Scial Wrk A curriculum fr prbatin wrk frm a Eurpean perspective Frank Philippart Angèle Geerts Centre fr Public Safety & Criminal Justice Avans University f Applied Sciences Den Bsch The

More information

Session78-P.doc College Adjustment And Sense Of Belonging Of First-Year Students: A Comparison Of Learning Community And Traditional Students

Session78-P.doc College Adjustment And Sense Of Belonging Of First-Year Students: A Comparison Of Learning Community And Traditional Students Sessin78-P.dc Cllege Adjustment And Sense Of Belnging Of First-Year Students: A Cmparisn Of Learning Cmmunity And Traditinal Students Jennifer Ann Mrrw, Ph.D. Assistant Prfessr Old Dminin University Department

More information

PSYCHOSEXUAL ASSESSMENTS for Children and Adolescents with Problematic Sexual Behavior. Who is qualified to conduct a psychosexual evaluation?

PSYCHOSEXUAL ASSESSMENTS for Children and Adolescents with Problematic Sexual Behavior. Who is qualified to conduct a psychosexual evaluation? PSYCHOSEXUAL ASSESSMENTS fr Children and Adlescents with Prblematic Sexual Behavir When a child r adlescent is suspected r bserved t have engaged in what may be sexually inapprpriate r sexually aggressive

More information

Welcome! You will also learn about Deaf culture and Deaf history. What will we study?

Welcome! You will also learn about Deaf culture and Deaf history. What will we study? American Sign Language IA ASL IA Where d I find Welcme! Everyday cmmunicatin is the centerpiece f every lessn Tpics evlve arund sharing infrmatin abut ur envirnment and urselves Grammar is intrduced in

More information

PROCEDURAL SAFEGUARDS NOTICE PARENTAL RIGHTS FOR PRIVATE SCHOOL SPECIAL EDUCATION STUDENTS

PROCEDURAL SAFEGUARDS NOTICE PARENTAL RIGHTS FOR PRIVATE SCHOOL SPECIAL EDUCATION STUDENTS PROCEDURAL SAFEGUARDS NOTICE PARENTAL RIGHTS FOR PRIVATE SCHOOL SPECIAL EDUCATION STUDENTS INTRODUCTION This ntice prvides an verview f the parental special educatin rights, smetimes called prcedural safeguards

More information

Castilion Primary School. Spiritual Moral Social and Cultural Education Policy

Castilion Primary School. Spiritual Moral Social and Cultural Education Policy Spiritual Mral Scial and Cultural Educatin Plicy Intrductin recgnises that the persnal develpment f pupils, spiritually, mrally, scially and culturally, plays a significant part in their ability t learn

More information

FOLLOW-UP IN-DEPTH INTERVIEW GUIDELINES

FOLLOW-UP IN-DEPTH INTERVIEW GUIDELINES Appendix h STUDY NUMBER: COST OF UNSAFE ABORTION FOLLOW-UP IN-DEPTH INTERVIEW GUIDELINES T be administered abut 2-3 weeks after leaving the health facility 1. IDENTIFICATION 101. Patient identificatin

More information

AP Biology Lab 12: Introduction to the Scientific Method and Animal Behavior

AP Biology Lab 12: Introduction to the Scientific Method and Animal Behavior Name: AP Bilgy Lab 12: Intrductin t the Scientific Methd and Animal Behavir Overview In this lab yu will: -Observe an rganism and design an experiment t investigate their respnses t envirnmental variables.

More information

2019 Canada Winter Games Team NT Female Hockey Selection Camp August 16-19, 2018

2019 Canada Winter Games Team NT Female Hockey Selection Camp August 16-19, 2018 2019 Canada Winter Games Team NT Female Hckey Selectin Camp August 16-19, 2018 Strength and Cnditining Recmmendatins As discussed in the Call Fr Players letter, it is critical fr players t get their bdies

More information

FIGHT DEMENTIA ACTION PLAN

FIGHT DEMENTIA ACTION PLAN FIGHT DEMENTIA ACTION PLAN DEMENTIA IS A HEALTH PRIORITY Dementia will be the majr health prblem f this century. Over ne millin Australians are already affected by the disease themselves r are caring fr

More information

Pandemic H1N1 2009: DrillSafe Update. David Blizzard BD Manager, Energy Mining and Infrastructure

Pandemic H1N1 2009: DrillSafe Update. David Blizzard BD Manager, Energy Mining and Infrastructure Pandemic H1N1 2009: DrillSafe Update David Blizzard BD Manager, Energy Mining and Infrastructure Pandemic H1N1 Update CDC.Gv USA Pandemic H1N1 Summary Pints Virus cntinues t spread with nearly all WHO

More information

Leadership, motivating employees and working with teams are all key elements of management.

Leadership, motivating employees and working with teams are all key elements of management. Chapter 15 Leadership, mtivating emplyees and wrking with teams are all key elements f management. What is Mtivatin? Mtivatin is the set f frces that initiates, directs and makes peple persist in their

More information

Introduction to the Ethics (Overview of Major Theories- Part I)

Introduction to the Ethics (Overview of Major Theories- Part I) Intrductin t the Ethics (Overview f Majr Theries- Part I) Ahmed Kulanić Chapter Overview Intrductin Review f ethical theries Mst everyne shares cre values, desiring Life Happiness Intrductin Ability t

More information

For our protection, we require verification that you have received this notice. Therefore, please sign below.

For our protection, we require verification that you have received this notice. Therefore, please sign below. PATIENT INFORMATION Dear Patient: Sleep prblems are extremely cmmn. Public health and safety are threatened by the increasing prevalence f bstructive sleep apnea, which nw afflicts at least 25 millin adults

More information

Ill Health. Unit reference number: L/616/7295 Level: 3. Credit value: 3 Guided learning hours: 16. Unit summary

Ill Health. Unit reference number: L/616/7295 Level: 3. Credit value: 3 Guided learning hours: 16. Unit summary Unit 11: Understand Mental Ill Health Unit reference number: L/616/7295 Level: 3 Unit type: Optinal Credit value: 3 Guided learning hurs: 16 Unit summary Mental ill health culd be ne f the mst serius health

More information

In their own words: an exploratory study of bonafide Group leaders

In their own words: an exploratory study of bonafide Group leaders In their wn wrds: an explratry study f bnafide Grup leaders Wikipedia: Bna Fide Grups is a theretical perspective f cmmunicatin in small grups that was initially develped by Linda L. Putnam and Cynthia

More information

GSB of EDA Meeting Minutes

GSB of EDA Meeting Minutes Hell Everyne! We held a General Service Bard meeting n 04/10/2013. Attendees: Alita, British Clumbia, CAN Annette H, Phenix, AZ Fran, IL Rachel F, Tempe, AZ Rger, MA Vanessa S, Lngwd, FL Ntes: Rger asked

More information

Educator: ROSEMARY FISS, BASC, MED

Educator: ROSEMARY FISS, BASC, MED Presented by: Why attend? The number f peple with dementia is increasing. This wrkshp is based n what we knw abut changes t the brain and behaviur, and what can be dne t help. These appraches are aimed

More information

Palliative Medicine Specialist

Palliative Medicine Specialist Date: June 2017 Jb Title : Palliative Medicine Specialist Department : Palliative Care Services, Specialty Medicine & Health f Older Peple Divisin Lcatin : Nrth Shre Hspital primarily, althugh there may

More information

Living Clean Workshop Chapter 1

Living Clean Workshop Chapter 1 Living Clean Wrkshp Chapter 1 Discussin Ntes Once we ve gtten clean, and we ve stayed clean a while, why d we stay in NA? In this chapter we try t answer in terms f the Twelfth Step and the Tenth Chapter:

More information

INTRODUCTION... 2 PD... 2 CRS... 2 PE... 2 DRAMA... 2 MFL... 2 ART... 3 COMPUTING & MULTIMEDIA... 3 SOCIOLOGY... 3 CHILD DEVELOPMENT...

INTRODUCTION... 2 PD... 2 CRS... 2 PE... 2 DRAMA... 2 MFL... 2 ART... 3 COMPUTING & MULTIMEDIA... 3 SOCIOLOGY... 3 CHILD DEVELOPMENT... CONTENTS INTRODUCTION... 2 PD... 2 CRS... 2 PE... 2 DRAMA... 2 MFL... 2 ART... 3 COMPUTING & MULTIMEDIA... 3 SOCIOLOGY... 3 CHILD DEVELOPMENT... 3 HISTORY... 3 GEOGRAPHY... 4 TEXTILES... 4 BUSINESS STUDIES...

More information

2. As a caregiver, it s important to build a team/ support network around you (choose one):

2. As a caregiver, it s important to build a team/ support network around you (choose one): Test Questins (Part 1, Chapter 1) 1. Of thse affected by dementia: 50% are nt aware they are changing and 50% are aware they are changing. Of the 50% wh are aware, they will always respnd by becming anxius

More information

9.2.2 Lesson 8. Introduction. Standards D R A F T

9.2.2 Lesson 8. Introduction. Standards D R A F T 9.2.2 Lessn 8 Intrductin In this lessn, students will explre the passage At least first listen t what I have t say thrugh it is nt yurs alne (lines 658 766). Students will explre the develpment f the central

More information

Multi-Institutional Study of Leadership Catholic School Coalition MSL Questions

Multi-Institutional Study of Leadership Catholic School Coalition MSL Questions Multi-Institutinal Study f Leadership Cathlic Schl Calitin MSL Questins The purpse f the Multi-Institutinal Study f Leadership (MSL) is t examine influences f higher educatin n cllege student leadership

More information

DATA RELEASE: UPDATED PRELIMINARY ANALYSIS ON 2016 HEALTH & LIFESTYLE SURVEY ELECTRONIC CIGARETTE QUESTIONS

DATA RELEASE: UPDATED PRELIMINARY ANALYSIS ON 2016 HEALTH & LIFESTYLE SURVEY ELECTRONIC CIGARETTE QUESTIONS DATA RELEASE: UPDATED PRELIMINARY ANALYSIS ON 216 HEALTH & LIFESTYLE SURVEY ELECTRONIC CIGARETTE QUESTIONS This briefing has been specifically prepared fr the Ministry f Health t prvide infrmatin frm this

More information

Candida March, Ines Smyth, and Maitrayee Mukhopadhyay, 1999, A Guide to Gender-Analysis Frameworks, London: Oxfam Publishing.

Candida March, Ines Smyth, and Maitrayee Mukhopadhyay, 1999, A Guide to Gender-Analysis Frameworks, London: Oxfam Publishing. GENDER ANALYSIS FRAMEWORKS There are many mdels and framewrks. N single framewrk prvides an apprpriate way t address all develpment issues Each mdel reflects a set f assumptins abut what gender means and

More information

A Phase I Study of CEP-701 in Patients with Refractory Neuroblastoma NANT (01-03) A New Approaches to Neuroblastoma Therapy (NANT) treatment protocol.

A Phase I Study of CEP-701 in Patients with Refractory Neuroblastoma NANT (01-03) A New Approaches to Neuroblastoma Therapy (NANT) treatment protocol. SAMPLE INFORMED CONSENT A Phase I Study f CEP-701 in Patients with Refractry Neurblastma NANT (01-03) A New Appraches t Neurblastma Therapy (NANT) treatment prtcl. The wrd yu used thrughut this dcument

More information

ACSQHC National Consensus Statement: Essential Elements for High Quality End-oflife Care in Acute Hospitals.

ACSQHC National Consensus Statement: Essential Elements for High Quality End-oflife Care in Acute Hospitals. 27 March 2014 Prfessr Debra Picne Chief Executive Officer Australian Cmmissin n Safety and Quality in Health Care c/ Ms Jennifer Hill, Senir Prject Officer Level 5, 255 Elizabeth Street SYDNEY NSW 2000

More information

Introduction Teaching Interpretation

Introduction Teaching Interpretation Intrductin Teaching Interpretatin AUTHOR: Kyle Vanderwall Grandville High Schl, Grandville, MI Intrductin The AP U.S. Histry Curriculum Framewrk defines interpretatin in the fllwing way: Interpretatin

More information

CONSENT FOR KYBELLA INJECTABLE FAT REDUCTION

CONSENT FOR KYBELLA INJECTABLE FAT REDUCTION CONSENT FOR KYBELLA INJECTABLE FAT REDUCTION INSTRUCTIONS This is an infrmed cnsent dcument which has been prepared t help yur Dctr infrm yu cncerning fat reductin with an injectable medicatin, its risks,

More information

Graduating Senior Forum

Graduating Senior Forum Graduating Senir Frum What we will be ding is what the CSU Institute fr Teaching and Learning wuld describe as an Exit Interview. Mre specifically, we will be ding a structured exit interview f graduating

More information