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PubMed2005

Confessions of a trusted counselor.

Advising CEOs sounds like a dream job, but doing so can be perplexing and perilous. At times, the questions you must ask yourself-about your own motivations and loyalty-can be thornier than the organizational problems that clients face. David Nadler knows, because he has been asking himself such questions for a quarter century while advising the chiefs of more than two dozen corporations. If you're an adviser to CEOs, recognizing the pitfalls of your role may help you sidestep them. And understanding a problem's nuances and implications may help you uncover a solution. The challenges facing consultants include the following: The loyalty dilemma: Is my ultimate responsibility to the CEO, who pays for my services, or to the institution, which pays for his? Today's shorter CEO tenures and greater board oversight have diminished the top leader's power and autonomy; it's now routine for a CEO adviser to have conversations with directors about the CEO's performance. To defuse loyalty issues, the adviser should raise them with the executive at the outset of the relationship. The overidentification dilemma: How do I immerse myself in the CEO's worldview without making it my own? CEOs can be enormously persuasive, but if you don't push back, you're not doing your job. The trick is to ask probing questions without shaking the CEO's confidence that you fully comprehend the forces that shape her views. The friendship dilemma: If the CEO and I like each other, can we-should we-become friends? A successful, long-term advisory relationship with a CEO requires a strong personal connection; in some cases, that becomes a friendship. But the best relationships are characterized by the participants' clear-eyed recognition of each other's frailties-tempered, of course, by genuine affection and easy rapport.

Administrative Personnel↗
PubMed2005

Getting started: confessions of a novice researcher.

My journey into research started at a weekend seminar on dealing with loss and grief. In my clinical work, I assess a group of cross cultural workers who are missionaries in various countries and on return from their placement, they present with re-entry adjustment often involving multiple issues of loss and grief. As I read about the topic, I realised there was little to guide the general practitioner to assess and manage these issues.

Attitude of Health Personnel↗
PubMed1989

Pitfalls in clinical dermatology: confessions and caveats.

The clinician handling skin disorders may be confounded in a number of ways. By being aware of the general types of errors seen in clinical medicine and the specific, clinical pitfalls of common dermatoses, the physician should be better able to triage and treat skin problems accurately.

Biopsy↗