Here is the submission ofa student's Interview assignment. It received a grade of A. Note the excellent use of follow-up questions and innovativeleustomized questions to fit the interviewee's needs and interests. You are also encouraged to include an overall summary! reflections setion of what insights and value you have gained from this assignment a the end. "I ug the Interview ‘The purpose ofthis interview was to assist me in obining an in-depth picture of the role of a ‘manager; inthis ease Vice President of Operations at the XXXXXXAX of Sarasota, and the skills he Ses as essential to perform this exeeutive position suocessily, My focus isto first elicit information on about the person, to create rapport, then to move towards more substance issues of managing. Closute willbe achieved bY moving toward this person's personal priority in life, guiding principles, and the legacy they would like to leave. The techniques utilized were those for conducting and information-gathering interview. ‘The specific objectives ofthis interview i to assess how this person manages day-to-day operations of diverse settings and manages the many people and decision making necessary for the organizations and personal sueces, {began the interview with customary greetings and the general purpose of our meeting, Developing rapport would be cascr as we had previously work closely with on another fora two-year period in different setting and a healthy interpersonal relationship was already established. The specific questions and ialogue tha followed is Below. {refer to myself asthe aerviewer, and the VP of Operations as the interviewee. have put my ‘questions in bol, italicized tex, Conducting the Interview | was greeted atthe dor af his office, Interviewer: It is nie to see you again, Thank you for taking time out of your busy schedule tomeet with me Interviewee:_ I'm happy to see you. Its always refteshing to se old ends and help in breaking up the daily routines. It's healthy to occasionally take sometime out ofthe day for others like yourself it pives me time to reflect on what I do and why Ida it Come on in ned havea sea. Interviewer: Thank you, I glad 10 be here, As we discussed on the phone, Lam taking a ‘management course in leadership and am interested in what you perecive to be essential skills successful leadership and how you manage the may issues You ate confronted with ona day-to- day basis to achieve success, Do you mind i ape record our meeting. This will allow me to‘ensure I retain detils and assist me in referencing back. Our discussion willbe confidential, The information | gather is for my ov personal development. Interviewee: Jane, as we have discussed in the ast, I have total faith in you and your mission Personal growth isa quality [always admired of you, not fo mention you integrity have no concems about confidentiality and taping is perfectly fine with me. Interviewer: ‘Thank you. We have developed the kind of relationship I want to strive for in my relationship wid dose I provide leadership, Let start with you, personally. ow would yon describe yourself? Interviewee: 1 AM TALL DARK AND HANDSOME, JUST KIDDING (this lighthearted comment illustrated to me his use of making the climate comfortable and supportive). Tam, 1 hope, an unimposing figure who recognizes that by virtue of degree, postion, and perhaps fear of Job security (intimidation), commands respect or compliance. Ittook me a great many years to realize this. Now that Ido also realize tha a heavy handed approach to management will only confirm the worst opinions that many employees have of managers based on past experiences with oer "leaders" Interviewer: Why do you think it took “a great many years" for you to recognizes that by virtue of degree and pasition you should command respect or compliance? Interviewee: This has to do with my need for afiliation, Let's see where we goand i can flush this ou for you better okay? Interviewer: Thar would be find. Let me then ask about this “heany-handed approach” you ‘alluded 1. Are you saying this “heavy handed” approach fo management is one characterized by “control and command” styles of leading others and such a syle you atribute to a major reason managers fallin postions like yours? Absolutely Tell me more about this, Such leaders I would characterize as being decisive, exhorter, controlling, demanding, and confrontational, esults-focused, power-conscious, dominating...Don't get me ‘wrong, at times Such an approach may'be nocessay. For example, when handling those that, regardless of coaching and counseling efforts, cotinue to beat to their own drum. However, as the only oe single approach t managing others, this style corrupts relationships and morale In ‘order to command respect and/or compliance, {believe a various inerpersonal orientations are necessary as a means of building strong relationships with those one works With. tis in developing a parinership with others that makes organizations healthy and productive. Manages ‘who's sole focus ison control rather than managing relationships and problems will inevitably fail as the “Espirit de Corps” wil be lost, it disenfanchises others ffom the organizationalrission. ‘Team doesn't being with an “I” a the old adage goes believe in “We ean do together, ‘what I cannot do alone.” Sound familia, Interviewer: Yes, teamwork and commitment, [remember So, them, what are the most critical shill needed to be a successful manager in your ine of work? Interviewee: These for me are styles of interacting with others in order to build relationships 11's all about relationship building and being self-aware of ones own strength and weakness ~ you know the transference and counterstransfereiceiaucs dt ena anaes in being Successful. For example, spontaneous, informal, sharing and participative decision-making, being sensitive, sceommodating, and an emotional supporto them, facilitating, guiding, encouraging, and equipping them with the esources they need ae al important in relationship building. Command and control is sometimes necessary, however, when itis the only imteractional style, employees" perceptions of management are negative and a dysfunctional organization i ikely tobe crested, failure is usually eminent. Success comes with having numerous people skill and the analytical sbiliies to knaw who to effetvely communicate through supportive interpersonal relationships, build morale and solve problems both rationally and creatively, Interviewer: I see. So ensuring there one has a varity’ of interactional styles and approaches problem resolutions and that one isSelEaware of ther values and orientations is necessary fora leader tobe successful and build healthy and prodvetve relationships with others, which in tam will ssist the organization of meeting is objectives and ful Interviewee: Exactly. Interviewer: What else can you tell me about yourself? Interviewee: [trust that a healthy sense of humor isan aset In dition, lke to think of ‘myselfas secure in my professional and personal sense of self tobe able todo two things that many managers stugele with, Fist, to seek advise and counsel fom aters, and tobe ale 10 admit tht lam wrong. These two personal tenets, I hope, demonstrate a healthy enough ego to {empower others who may be closer to the situation (line staf), and also give me permission tobe ‘human. Thats, just because you'e the leader doesnt mean that youze right al ofthe ime. Staff appreciate that and also, it gives them permission to not always be perfect. {am a highly verbal, analytic typ, which means that Ihave to remember that not always is everybody, 80 inclined. | therefore, make a conscious efor to do things non-verbal, including physical labors. This, 1 feel helps break down the often experienced (by lower level staff) feeling that management isto ood to do whatever It's moving furniture pulling ashif. or (especially being slight of build (trength) diving in with the staff ona take down, tis mitigates against the potential of being viewed san egghead intellectual, removed from the dally stugales, Interviewer: Self-awareness and selfislosure ae esental then. When we approach life as a positive venture, knowing fischand in order to lead others we must first be masters of turselves by taking charge of our attitude and moods isan asset to our positions as managers‘We must make a conscious decision and eFort to radiate exuberant energy to everyone around us And tis puts us, as managersleades inthe driver's seat, Interviewee: Nicely put, Are you sure you are ota clinician... (we both laughed as in our past working relationship [se (o say, 'am nota clinician but...) I fear (and ope) that I willbe ‘working on achieving self awareness to my dying breath. As Ive alluded to, my’ new position has forced me to look within, once again to dig deep and explore who Iam, what I believe, how | ‘operat, and how Fit in the environment fo make a difference. The struggle that I've allude to elutes ta ew awoicness end Ueeper understanling uf my ininsic motivations a ey juxtaposition themselves agaist the needs and dynamies of the organization. This soften a lonely and painful process for those of us who are prone to thinking too much and to those of us who may have overly idealized values ora sense of (ig) integrity. From a self-awareness point ‘of view...one of my majar moral dilemmas (my dissertation topic) has been "playing the ‘Bamo(s)" necessary to help youth and the cast it can have fo my soul Gee Lis... Watt tobe Since we are on that topic, would you fell me about your education and Interviewee: 1am a licensed psychologist with a doctorate in Counseling Psychology from the School of Education at xccoex University. My actual coursework certainly helped me (1 AM A. CLINICIAN) in understanding not only the clientele, but aso relationships in general which include understanding the sta and the dynamics between and among staff Interviewer: How has your education and training enabled you to bea better manager? Interviewee: Ithas assisted me in understanding the relationships between stand clients and recognizing the symbolic Family that we rein an organization, I see my role compared to that of the father within this symbolic system serial, Fo {rly belive that in a symbolic nature, “organizations represent families and; therefore, a set of family dynamics tht are part each members history exclusive ofthe organization andthe dynamics while inthe workplace are Important tobe able to analyze, Interviewer What ist about this dynamic that assists you in managing i? Interviewee: Notice that! did not say tha these dynamics ae an excuse for poor performance; rather, ican help you be ready and anticipate potential problems before they accu. AS a ‘manager, understanding group dynamics and the interplay is crucial to effective problem solving Tell me about your organization and these dynamics. ‘The xxx are the largest not-for-profit community service organizations in ‘America, working 10 mest the health and social service needs of millions of men, women and children in 10,000 communities. They are for people ofall faith, races, abilities, ages and incomes. The xxxx's strength is inthe people they bring together. Hence, being able tolunderstand and analyze interpersonal systems and interplay is erucial element to our organizations success. At my specific site, the goal iso stengthen families throughout the County. Our programs are timed at preventing problems before they ovcuror intervening times of erisis with appropriate counseling, program referas or subsidizing childcare costs, Interviewer: ‘The complexity of your organization appears to he far reaching and your role in problem solving crital tothe organization's success Interviewee: is import, Interviewer: Do.you have any special rechniques you use to identify or flush out problems? Interviewee: We ate always trying to identity problems. From a distance, we may miss some. Therefore, I commit myself to geting wth program directors regularly. In adlition, 1 g0 tothe programs and observe. Of course, the VPs mere presence changes the dynamics of the ‘encounter. However, is better than the alternative. With healthy, secure directors, they are almost alvays grateful forthe insight. 11 do identify a problem, the nex step i listen tothe program director, who often is aware and addressing the issue Interviewer: What i it about listening 0 your staff that isan important to management, in ‘your opinion? Interviewee: Hey, 'm a psychologist. Listening is what | do. must admit, however, that nt all, ‘of my listening skills were created or have developed equally. listen well for content and process; however as one might expect, given my previous statements, I'm not real good at listening for the subtext of hidden agendas and power. Thus, on oeeasion, I find myself feeling blindsided because ofthat which Ihave trouble attending to, Interviewer: How do you solve the problems you encounter? Interviewee: This isan important skill not only ina management position but for efective daily living and coping. Fest and foremost importance of asking the right questions and making «proper problem statement i critical. The problem as first sated is rarely the true problem. I do not do this in a vacuum. To effectively define the problem takes teamwork. When a site has a problem, Fact as resource and facilitator inthe idenifieation, definition, and soltion ‘Renratng process This requires a degree of diversity of thought and freedom to challenge ‘established positions. We have meetings and It to erate an environment conducive to and accepting of differing opinions ~not allows an easy task. find it more productive to have & fumher of differing view posinis on what the pmlem ei order to sizes the players and howe they are thinking and interacting and I use this asa jumping of pint. I play the devils-advocate role alot to get my staff think out of the box if you will. 1 validate al oftheir ideas o all feel part of he process. It sa process that I work on regularly to improve my skills. AS a psychologist, processing content is a practical application for problem solving and increases my staff and my own selFawareness. Although not every one will agree withthe solution, we all {ake ownership a the process isa democratic approsch, Some problems are easier than others as 5\we have the information necessary to resolve them, with others we have to be more innovative as information and resources may not be availabe to resolve the issue. [ty to avoid quick fix techniques as Tbeieve a great deal cane be lst and subsequent problems can emerge for this. 1 can't provide you with a step-by-step tool as many problems ae unique and strtegies for solutions depend of a numberof factors: players, information, and resources... What [ean el ‘ot is that developing this skill san on going process necessary for effective management as ‘Your role as manager i to problem solve to make what you do and how you do it beter, viewer: Would you describe a pleat day at work Interviewee: That isan easy one. There is no such thing as atypical day ina faility ik this although there are some events that are scheduled into the day, you work more on a probability pattern than counting on certainty. These degrees of flexibility permit you to have a plan of faction, but also to recognize that plans and typicel days have to have as many degrees of freedom as possible ecause unexpected events and phenomena will occu. A major tsk in the typical Gay is tobe available for those who work for and with you In a leadership position, to not be Available fo you sta and to not model the behaviors that you expect them (o perform i, my ‘opinion, shooting one's self in the foot Interviewer: How do you balance these activities und determine the degree of importance cach requires of you attention? Interviewee: { typically" find that keeping a calendar of events and deadlines, reviewing it very night before leaving the office, and getting to work early to review the day's initiatives isa Plus. In addition, to get to work eaely, before the fies ofthe world open permits great many administrative and "housekeeping" tasks to get accomplished before the day intervenes. ‘Checking voicemail, e-mail, haedeopy mail permits one to limit surprises before others eome to the office. 1, myself, determine the degree ofthe attention need 1 be involved in. Laceomplish this through assessing the situation, others involved and the level of empowerment Ican delegate tothe. I don't have tobe directly involved in all ofthese. This isa skill that each individual has to determine on ther own based on ther position, others postions, and the level of| importance. Again, I believe this skill i eared through practice and some risk taking, and knowing the level of the issue or problem and being able to assess and analyze it Itsounds lke you are talking about personal management styles. ‘Yes everyone's style is ferent as we discussed earlier. Tell me more about your managerial ele Interviewee: My style is one of emposterment with a balance of responsibility and sccountabiliy. In a managemenvleadership postion, even though our goa is to delegate down; ‘when the rubber meets the road, the lender is going to be held accountable and called on the carpet Once you understand this, you ean understand how foolish it ito foster the illusion of contol through micro management, My best be, therefore, isto empower those in positions‘below min, to allow them to lea fom mistakes, and to help them fel safe about making ‘mistakes. What this fosters is mutual spect and intemal promotions rather than staf feeling that they have nowhere to go, their opinions ae invalid and that they have to wait for “Daddy” to decide, My goal was tobe informed... not to have to dictate, I very calculating work toward providing guidance to my staff with tis basic patter... Whats up... What does P&P sa... what {do you want todo? Why do you think that would work best? Sounds good tome... good job. ‘With this goal in mind, we teat adults as such rather than as children, which is most empowering Interviewer: Does empowering help you balance the demands of your position with the rest ‘of you life? This has been a problem for me, as you well know. Interviewee: Ah yes, you do need guidance with this one. In short, refuse to give myself stroke or ignore my family because something will, inevitably, happen regardless of how much ‘ime I spend oa the job. I have boundaries and priorities and work diligently at not neglecting ‘one at another's expense not that Lam always successful a this, The xxx does a good job at providing company incentives andthe company mission also focuses on this balance, by building Programs through practices that build healthy spirits, minds, and bodies not only fr the clients but also for employees. Employee empowerment does not come ftom a management dictate comes from well-designed systems which give employee's pertinent information, the skills and knowledge to analyze that information and efficient communications systems... it shih levels ‘of employee involvement, Invalving people in the decisions they must make in oder for them to feel responsible and accountable for thet work is something that takes time, patience and perseverance, This is why itis important to have a balance in life stvities ouside of work to ‘manage ones own ste, Interviewer: How do you manage your sess? Interviewee: Tm not as good at "doing as I say till struggle with pacing myself AST indicated above, It appears that the motivation to achieve was so strongly imbedded in me that isa constant challenge. I would lke to change this..but old habits diehard Twas exercising and taking better cre of myself fora while; bu. then reverted to that which Iam more used to Unfortunately, it took getting real sick last month to get me to look at it again. and Fm still struggling with it, but I strongly believe that empowering others is one way for me to some {extent reduce my stesso certain extent, Maybe by the time I retire IT have it igured out Interviewer: So though assisting thers with making quality decisions on thet own you assist, ‘them in cultivating, having & commitment to the organization, allowing for ik taking and innovation ant having open discnesin shew penbleme ie ermpewerment and a stress management ool. How, then, do you handle those employees that are resistant to this? Those that, one might characterize as dificult employees. Interviewee: I define a dificult employee a one whom by virtue of his or her actions, lack of actions o presence interferes with the mission ofthe organization. As we've worked together, ‘we are much like in not beating around the bush believe in being honest and diect andholding people accountable. I iti an egregious problem, termination may be necessary. When there is a pater... it may be necessary to terminate. Ifo, Ido believe in progressive discipline. More often find that being open, honest and direct leads to clarifying role expectation. And i you believe, as 1 do, that most people want to do a good job, You almost always se a response. ‘Now that response may bein effort andthe person just isn'ta go fit forthe position IT feet that, the person can contribute in another way... great, we move them to another position. I, however, the person is trying, or believes that they are, but simply not getting it that i, not philosophically, ‘ideologically, or have a different work eth and there 6 no ater place inthe company to go, dey leave Interviewer: How do you manage these conflicts? Interviewee: Conflict is good. Its tool fr bringing people together to addres issues isthe basis of understanding one another. I cannot count how many times people have come to me bout another and I've referred them tothe “offending” party. [they have tried, orf they don't feel safe, I would bring them together...and mostly listen, reflect and interpret while they worked ‘tout I'S much healthier to have conflict appropriately expressed than to have it go underground and compromise the mission, Interviewer: What if bring them together doesn't work? What skills do you wse in discipline responsibilities? Interviewee: I’ not something that anybody enjoys. [tis important, since so often we take a big piece of our identity and attach ito work that I, almost never personalize the disciplinary actions. That i probably consistent withthe adage hate the si, love the siner. [have rarely not service fed, All can make more working less, yet chose dificult k that Some of these folks may be inthe business forthe wrong, reasons; however, they ae invariably good people who ether made a mistake or are a bad fit for the level of expectation that | equire. [work with them by identifying the unacceptable behaviors and provide them with alternatives. Tse interim performance appraisals goa sting and meet with them regularly to see how they are doing. I ry to provide them withthe resources they need (not always easy in this field as you well know), improvement i il not achieve and I can’t find better fit elsewhere inthe organization, termination is my lst resort. [think that I usually havea balance on empathy. Empathy doesnot, however, mean that accountability oes out the window. Asa clinician, in my erly days, [ended to empathize and not hold people accountable... now I recognize that despite the issues, its still business. As you knov, most ‘hake hands and thank me... not fr fring them, but, believe, for being direct and nat indicating tha they are a bad person ora failure Interviewer: You believe in McGregor’ theory Y then. That people are inherently good and want todo. good job. How do you see your ote In fostering this, n motivating your ‘employees? Interviewee: Ah good old McGregor... His is only one ofthe many human nature theories 1 practice leading and motivating others. Human behavior goes hand-in-hand withorganizational behavior. One affects and effects our outputs and outcomes. My role is essential in shaping both ofthese. Ihave to assess each individual on their own personality and explore both external and intrinsic techniques for motivating them. My philosophy here is "know your people.” Simple ast may sound, itis nt always easy to motivate al. Took at there work tasks, they do routine work I ty to add some fun and varity to their routine, Tensure fallow for input and choice in how they do thei work, I oleate leaming erors by avoiding harsh erticism. {Tprovide lots oF encouragement and make appreciation part of my eperoire Interviewer: You ubviowsly have ha oF kills you ue as a ayer al deny wth others What are some of the other shils you believe are critical to Becoming a successful manager in your line of work? Interviewee: [fim believe that the abit to form relationships with those you work with isa critical skill, a well as establishing reasonable expectations and time frames for achievements. | also believe thatthe skill of communication is ofthe essence, Nat just the words; but do the ‘words have the same connotative meaning to al of the participants. Let me give you an example We had a vice presidents retreat a couple of weeks ago. Someone mentioned "teamwork". Is clear ta me that we missed an opportunity to establish a shared vision of teamwork. For | do not believe that ll are team players by my definition; and { may not be by theirs. Interviewer: What is your definition of tea work and team players? Interviewee: For me, teamvork is about shared decision making through a comman vision, ‘This san interactive approach that i an essential clement in the development of strong, positive team dynamics facilitates the development and practice of teamwork and team players through communication, trust and acceptance ofeach person's strengths and weaknesses. It fosters problem solving, leadership sil, determination and persistence to work through a task t0 ‘completion. tis an active approach rather than one spoken but never acted upon. It combines all, levels within a company to participate actively rather than siting onthe sidelines taking abou it My colleagues tke the later approach, whichis difficult forme as isin contrast to my belies and definition, Interviewer: Why do you deem these skills of communication, relationship and team ‘building as "critical"? What impact do they have on your role as a manager? Interviewee: think that tis fairly obvious that i people fel valued and listened to, it makes fora more harmonious and participatory setting. also think that good relationships lead to clear ‘communication (hink of how ina ers, we coulda ead each others signals to address client simations) where when necessary, we knavs where the other person is coming fom. Clear ‘communication, based informing some type of relation ship also lead to establishing common ‘goals through participatory processes and, therefor, to establishing timeftames for achieving ‘goals. In short, It las tothe ability for the management team to develop their own treatment plan, One area that Ihave nt discussed in as much detail i how these skill are critical for ‘managers working among themselves, As alluded to, Fm not sue that lt of upper ‘management paradigms include the attention to these priorities as I might, My experience,therefor, has often been one of ambiguous messages, diffuse accountability, and the tendency to make one’s self look good a the expense of another at this level. Tis is especialy the case ifone’s pees are (unlike yours truly) more motivated by power than by achievement andor aliliation, In these cases there i lot of talk, but often not an action plan because the (perhaps) Selfish desires to look good confit with what may be the overriding mission. And no action plan leaves the manager with degrees of freedom todo as they wish, through whatever methods, and ifthe goal isnt reached, the responsibility is deflected or deferred to the fet thatthe ‘managers never made a clear decision. | find that a5 1 move up in organizations, there is more of this phenomenon; that ia long ashe results (quanti) are dere, here fle aention Lo the quality or the relationships between staf and management... eading to turnover, Interviewer: So, then, ona scale of I (very rarely) to 5 (constantly), extent o which you use communication both verbal and listening, ream building to include group discussions and decision making, empowerment (to include delegating), and motivating skis or behaviors ‘during you workday Would berated a a4 oF 8? Interviewee: Yes, that's about right Interviewer: Tell me more about these and why you believe they ar eritcal to successful ‘manegement practices. Interviewse:_ Verbal communications are critical, ve ben told that I can be long winded; but it forthe reason that | mentioned above. People's understanding of the meaning of words may be different than the message that was intended, Ihave gone so fr to ask staff to repeat what | said and o tell me what it means. As you relationship withthe individual grows more solid, there is less ofthe need fortis typeof communication. I cant think of day when verbal ‘communication wasnt vital to daily operations Delegatng is not simply dumping tasks onto other peopl: eather, i is consistent with the philosophy of empowerment. Facilitating group decision-making then becomes ia critical issues in a patiipatory process. As manager, one needs to know the parameters that he or she is comfortable with (or allowed by law or contact). Beyond this, people want to be heard, and ‘usually have good ideas, To think that « manager with litle operational knowledge ofa particular ‘operational process is gong ta have the one and only good idea is folly. Even ihe or she did it Kills morale nat listen to those closest othe action, As long as one remembers who the boss is, and that theultimate decision i hs or her, facilitating group decision making isa critical ‘component oF leadership. I used to think that making a decison was always the best method. Sometimes, Ihave found, when you put off a devsion, the situation takes care of itself. Ive especially discovered this when pressured ftom above to make a decision that I dia’ think the time was right to make. In some ofthese occasions, despite obsessing about my’ superiors teaetion, not making the decision led to an effective outcome. Thus, when making decisions, 1 often ry to determine whether I need to make the decision inthe moment; do, Ir to include ‘hase who will have to implement the decision (if possible) or atleast inform them. Hopelly, ‘with planning and good relationships, there willbe Tew surprises, and those will be mitigated by the sense of team that one has developed. 10Interviewer: How would describe your greatest strengths as a successful manager? Interviewee: ‘The greatest strengths that a manager (ora person in any ilk) can have, in my ‘pinion sto be genuine. People, whether they be clinicians, educated or no, know when someone is not real. Disingenuineness leads to skepticism at best anda lack of faith and tas at ‘worst. IF ou believe that organizations mito Families, as Ido, think ofthe prospect of family ‘where the parents are not genuine. In addltion, to establish boundaries isan important strength Aha when volte ie nt Faily, cat have sastrous rests. leader cannot get osm needing to be the fiends of those that she leads. That doesn mean that you might not have senuine feelings oF aesion or are far thse who work with and for you rather, it means that there is (parental) information that it is not to be shared with those that you work with and accountability rules. Despite strong personal feelings for many that Ihave worked with, I could not let professional abilities go unattended to. As you know, on occasion this led to termination, ywould take a far stronger person than Ito merge these houndares and be a successful leader. Interviewer: Why do you believe this? What has your experience been? Interviewee: Having discussed boundaries and genuiness, honesty, forthightness anda lack of| game playing gos fr. | have found that employees will give you the benefit of the douts i Youre straight up with them, Ihave spent ime talking abou leadership; however, as a manager, ‘ne invariably aecounts to someone, or many inthe chin of command. Tis wise fo know the «dynamies ofthe personalities and ofthe organization before determining what will ead to success. Many ofthe characteristics that Ihave deseribed and described in response to your (questions ae effective managing and leading others. mistake that one ean make is that the hierarchy above you is healthy enough to operate inthe same manner. In instances whore this is not the case, one may have fo be more disingenuous. Depending on one's style, et, this can exact ‘cost, as you have to mediate your style for the greater good of (your pan) ofthe organization, Depending on who you are, you may feel as though you are selling out on your principles ‘know that {havea imes- bt have been willing to do so for my staff and my clientele. There ‘may, and did for me, come to a point where the cost (personally) outweighed the benefit. The strength, therefor, is to know your bosses, know how (safe) to accommodate, and know that you may have many decisions regarding dealing with them depending onthe halthness ofthe ‘organization andthe upper management, and depending on the management paradigm tat isin operation Interviewer: Tell me ame when you felt most suecessful and why. Tnterviewee: Youll pohahly laugh at his, but ome ofthe toes tha felt mast succes wae ‘when a youth brought himselfup fora client concern, ony to have his length of stay extended, This told me that within the therapeutic community (@ community that includes the staf) we were working on all ylinders.'m not so naive to think that there might have been other agendas reset. Perhaps he was affid that someone ese knew, a he was ambivalent about going home, but in this situation... tall eame together. Seriously, I fell most suecessfl in smal, incremental ways a relationships formed and as tst (albeit with the director) developed on some level. 1 ufete successful when we were able to promote from within regardless ofthe pressures and adress staffing concerns openly, honestly and directly. Some could hear it and grow, some ‘ould; but the Key is that the environment was established tallow ths type of exchange, Gee... didnt even think of deemed status...maybe Im more afiiation motivated than achievement!!! This could bea problem in the power hungry world Interviewer: Since you brought up power, in «position as yours power is associated. How do you use the legitimacy of your positon to gain power and influence? Interviewee: My greatest and potentially most dangerous weakness isthe Blind spot that I, apparently, have towards power, AS I stated earlier, I never really have aspired wo a particular postion rater, my path has taken me in many directions and at allo the stops, ve tried 19 make the best decision that I could (carer wise). I dont know how I ended up vie president of 41520 million dollar company; but, given that my motivational needs have always been more toward achievement and affiliation, «case could be made that Tm better suited to be an auto mechanic than a VP. Afterall, as a mechanic, one gets to achieve, and you develop relationships withthe customers (albeit not the same depth of relationships tat you can develop inthe human services). Asa VP, the subtext, polite, and games that people play are often repulsive, and have ime thinking often about making changes (maybe not to mechanic, but maybe fo a more independent postion). really think that I ean bea ripe target for those who are masters of the power dynamics and, therefore, continually ask myself how much I can bend, do I want to bend, ind at one point does the price I pay for bending become more than T wish to pay In short, ‘occasionally feel as though to get along in the power world, Ihave to reinvent myself to some degree. How much Ido ths isa function of maintaining my integrity while also becoming more sellaware and growing iit isnot too bg 8 leap from who Tam and wha I want be, Interviewer: Maintaining a balance, then between the power you have, power and influence ‘others try 10 wheeled and keeping grounded in who you are and what you belleve can then be ‘aproblem managers face? Interviewee: It is for meat least. For others I eannot speak Interviewer: What other problems do you face as a manager? Interviewee: Political expedience and limited resources are the mos cftical problems I believe ‘ace asa manager. Inthe social services area, funding is directed towards those areas that politicians believe will peovide them with the most politically expedience to thei re-election This ereates aerial prablem in that these areas may not always be were the true needs are, Legislators choose among palicy proposals by estimating the likelihood that citizens might incorporate these policy preferences into ther choices among candidates in subsequent ‘congressional elections. Thus, legislator concer themselves withthe substance of policy because it may influence the public's evaluations a election time rather identifying real solutions tw important problems. Resource, then are many tines ill appropriated and ths creates shoe falls in need community programs, This creates numerous complications to my work as a community social service agency head. I stugele with my ability to be “politically correct” in my decision n‘making Ths is personal philosophical problem that we could talk about for days, even months. Having a deep and abiding belie nthe importance ofthe work we are doing further complicates this issue Interviewer: can hear the passion in you tone, Let's look at long-term. What are your three highest priorities in your work life? Interviewse: To be successful at whatever | do, to form sound relationships with those that 1 \Work With andro Dalanse the World of Work With a personal if. Thls ls not o say hat Lam ‘ays sucessful, The reason his to do with who | am, From a motivational point of view Ihave ‘always had an intinsic need for achievement and affiliation, peshaps having it genesis in my childhood and in some of the messages imparted to me by those who were most influential in my Tite. This explins the need for succes and afiliation; however, the need for balance is oe that hha been at best, secondary tothe frst two priorities. This privity, coming relatively late than the other two isthe hardest to accommodate, as there have been many years of accommodating the first two porte atthe exclusion af others | believe that the third privity as evolved after ‘years of working toward the fist «wo and, unhappily hearing the Peggy Lee refrain, "I that ‘here is” in the Back and ultimately, inthe font of my head Interviewer: ith shat, what would you say your personal priorities are that make up your ‘personal and professional principles? Interviewee: You ask me questions in which I can become extremely long winded in responding o, but important questions I believe for all managers to contemplate over. Some of the principles I use to guide my life ae I exercise careful judgment and take appropriate precautions to protect the welfare of those with whom I work, I strve to be aware of thers own, belief systems, values, neds, and limitations andthe effect ofthese on their work. [respect the Tundamental rights dignity, and worth o all people. I believe in supporting the disadvantaged and youth so that they willbe abl to help themselves believe inthe cultivation of mera excellence, lam concemed with securing justice and faimess in society and with eliminating tisrimination and intolerance, I could go on and on you know. Interviewer: 1 see why power issues and political expedience ar impediments to you Interviewee: Yes, my own morality can tend to get in the way. But I won't sell this ut What do you want to achieve in the next five years? 1 Pay for my daughters Rat Mitzvah (we laughed) After mowing. Field, I would like to stay with one organization forthe next five to ten years. For the fist time in 6 years, Tam a short commute from home and very much want to spend more time with my family and within my loel community. My daughter has grown like a weed in many’ ways and although I wil never fel that Lam home enough, I would like to stride toward even more balance, To get to that balance s dificult as my ageney, like so many, expects greater prodution with fewer resources (and we are not making widgets); thus, iis a constant challenge 1Beven inthe most humanistic organization when your boss says get some res, and I thnk how and when. | want to continue making a dference in the lives of young people and have dabbled with the idea oF elective office. Observing and to a limited degre participating inthe polities and back- scratching, however, rubs me the wrong way. I's very insidious and distasteful as alluded to. ‘The question that | ask myself, "can I be okay participating ina distasteful proces in the service ofthe greater good, youth?" Its question that Lam usually able to answer ina given Situation... but the pervasive and implicit dsingenuousness and deal making that Ihave abserved ‘nthe poical realm is probably beyond my level of tolerance 1 have always dreamed of hitting the lottery and forming foundation that wth my inside knowledge, could make even more of adiference. 1 would love to implement some of the ideas ‘on character development from my dissertation that I feel were effective but might be seen as to liberal in thought. ‘These ideas, along the Community Youth Development mode ofee ‘empowerment opportunities through participatory democracies. I hope that I can tolerate the palitcs and dynamics ofthe organization. For ino, Iwill go tothe independent contractonprvate practice model and although I would work less and make more, I wouldst have the opportunity to make the difference inthe lives of as many people Interviewer: With these principles and goals in mind, what legacy do you want to leave? Interviewee: Heavy question, XXXX. Again, Lwant to have made a difference. When Iwas in tad school, my frst reader related the saddest hing he had seen in some time. Ik was the obituary ofa guidance counselor who was noted for having handled the kids from A to L (alphabetically) atthe local highschool for years, {know that Ive forgotten lots of intellectual Tessons and formulae from those years, ut XXX's words stuck with me. I guess tha! there's a connection to my sense of what tis to bea "mensch, ot a good person. 1 dont know that the world willbe ina better place when I ethan it was than when I as bom; but do know that there will be a person oF t¥0 who along the way was helped and who may have a bette life because I was here. Jeez, I sound like Im applying for sainthood; on the contrary, I ean’ imagine not being in a ld tha helps, pethaps (but 'm not so te ta 89) because their have been people thereto help me, but aso, because somewhere along the line, 1 vas instilled with a sense of justi and maybe I Believed the Camelot ofthe Kennedy's (being from Brookline in the 1960's) that those of us who were privileged (and we were lower middle lass) had a duty to help others. The why oft isthe hard put. | guess the service orientation is Simply apart of who Lam We kid of like ackine 2 Fch why dace che sim Twant my child and grand children (i am so lucky) to know that I was fortunate tobe able to help hers Gee. Lisa s look up and see a picture of my grandfather (he died when I was 15), maybe its ‘that Fd Tke to think that lhe Tooked upon by those who fallow meas I stl ook upto him.Interviewer: You have already begun fo level you legacy then as you have touched my life land area person I look up to. know how valuable your time is and cannot thank you enough forgiving so much of tte me today. Interviewee: As Itold you when we began, it's healthy to occasionally tke sometime out of the day for others like yourself ait gives me time o reflect on what I do and why I doit. This is helpful exereise for me as I look at my carer (past and present) options and fit and thank you. Interviewer: "You have me gan new insights wo de complexities oF manayennent noo mention moral relativism that will help me with my personal and professional growth. 1 sincerely appreciate the relationship we have developed over the Years and value your mentoring, ‘We parted, but not without scheduling lunch together next month