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All Posts Tagged Tag: ‘Leadership’

Wondering what a leadership coach can do for you? Try it for free… 6

In the spirit of International Coaching Week, I am offering 10 hours of leadership coaching (for free) to a leader in need. Since “96 percent* of clients report they would use coaching again to achieve personal and professional life goals such as work-life balance, increased self-esteem, productivity and much more“, this is an opportunity for you to try a coach.

In honor of annual International Coaching Week (ICW), Feb. 7-13, ICF Chapters and coaches everywhere will take time to recognize professional coaching and what it offers by hosting various coaching events within their local communities. This includes pro-bono coaching services, such as free coaching sessions, educational lectures and workshops for the public.

“This week is the perfect time for coaches to get out in their communities and show people what coaching is and how it can benefit their lives,” said ICF President and Master Certified Coach Giovanna D’Alessio. “Coaching is proven to help people attain their personal and professional goals and those who use it can expect to see a solid return on their investment.”

If you ever wondered if a coach can help you achieve better results faster, I invite you to send me an email (martin [at] analytical-mind.com) with the following information:

  • Description of the professional objective you are hoping to achieve.
  • Why you think a leadership coach could help you achieve your objective?
  • Why YOU should be selected?

I am donating 10 x 1-hour sessions to one leader in need to help you achieve your goal. The sessions will take place over the phone (skype) at the rate of 1 session per week. You have until Saturday February 13th to submit your profile and I will select the coachee on February 15th. I am confident you will enjoy the experience.

*2009 ICF Global Coaching Client Study.

Posted on: 02-10-2010
Posted in: Leadership, Management and leadership style

Interesting blog posts (January 22, 2010) 1

On the importance of creating the right organizational culture (Thanks to Andrew)

By the time we got to 100 people, even though we hired people with the right skill sets and experiences, I just dreaded getting out of bed in the morning and was hitting that snooze button over and over again Corner Office – Tony Hsieh of Zappos – Celebrate Individuality – Question – NYTimes.com.

On why an Agile approach is better suited to deliver value (Thanks to Alfonso)

Most organizations that depend on software are struggling to transform their lifecycle model from a “development” focus to a “delivery” focus. This subtle distinction in wording represents a dramatic change in the principles that are driving the management philosophy and the governance models – Improving Software Economics

On the meaning of Agile transformation for managers

What many people mistakenly do is equate agile project management with doing more work, with less documentation and fewer people. Although the premise is to get more done in a more favorable way, I have never met a team that could successfully implement agile principles without having to slow down first - VersionOne – Agile Adoption For Managers.

On the fact that the true value of an organization is not mapped via its organizational chart

But it’s not the fact that you have many more boxes and lines that I’m most envious of.  It’s your “white space” I want – Oh, Yeah? Well, My Org Chart is Bigger and More Beautiful Than Yours!

On the need to manage self-organized teams when required

The interesting thing is, the further we go into agile management territory the less typical the managerial job we expect. Teams are self-organizing and cross-functional, and sometimes we think a manager should just get out of the way. By the way, surprisingly often this is exactly the best choice. But whenever one of the asshole-moments is needed, it is time to show up and do what has to be done. Otherwise the atmosphere starts rotting as people wait for someone who will fix things. Someone who will do something about this guy adding a new technology every time he reads some nice article. Someone who will deal with that lass taking a few days off because she doesn’t really care about the project being late and the team working their butts off to get back on the right track. That’s always a job for a manager, and a harsh one, no matter how self-organized the team is - Good Managers Sometimes Have to Play Assholes – NOOP.NL.

Posted on: 01-22-2010
Posted in: Agile, Leadership, Management, Organizational Structure, Other Blog Posts, Transition to Agile

You don’t believe workers can self-organize. Think again. Even 8 year-old kids can do it! 3

The Experiment

Picture made available by daedriusI attempted a small experiment with my kids a few weeks ago – get them to voluntarily help clean the house. If you have children between 7 and 10 year-old, I’m pretty sure having your kids help with cleaning is nothing short of a nerve-wrecking experience. If you don’t have kids, the process typically goes like this:

  • You – “Timmy, can you please pick up the toys in your room.”
  • Timmy – “Why?”
  • You – “Because your room is a mess and I break my face every morning when I come wake you up.”
  • Timmy – “OK, I’ll clean up.”

30 minutes later, you go see Timmy.

  • You, slightly annoyed – “Timmy, what are you doing?”
  • Timmy, looking up – “I’m building a castle, daddy. You want to play with me?”
  • You – “Yes, I’d like to play with you as soon as I’m done cleaning up. Why didn’t you pick up your toys like I asked you too?”
  • Timmy – “OK, I’ll clean up”

30 minutes later, you go see Timmy

  • … (you can guess the rest)

So, back to my experiment. A few weeks ago, while my wife was grocery shopping I decided to use an adapted version of Scrum. I called my son and his twin sister and told them we would do a little activity. To their enjoyment, they were wondering what I had in mind. They sat next to me at the table while I the took 4 x 6 index cards and on each of them, I wrote a task: pick up the toys, put your clothes in your drawers, empty the garbage cans, bring the recycling to the garage, put the Tupperware away in the drawer, vacuum the floor, etc.

  • My son – “Daddy, why are you writing these down?”
  • Me – “We’ll play a little game.”
  • My daughter – “Can I play too?”
  • Me – “Of course. Here’s how it goes. I wrote 8 cards and each card has a little task. I need you to help me clean up the house while mommy is doing grocery.”
  • The twins – “OK, what do we do with the cards?”
  • Me – “You will each select the cards (the tasks) you would like to do. You then decide in which order you want to do them.”
  • My daughter – “Daddy, some tasks are longer than others. What do we do about that?”.
  • Me – “It’s up to you to decide.”
  • The twins – “It doesn’t matter. We’ll decide which ones we pick.”
  • My son – “Do we get a reward for doing the work?”
  • Me – “Mmmm, good question. I know you like to read. How about I give you tokens for each task? Once you get 50 tokens, I’ll buy the book you asked me.”
  • My son – “OK.”
  • My daughter – “Can I buy a beeds set instead of a book?”
  • Me – “Sure.”
  • The twins – “Can you write how many tokens each task gives on the cards?”
  • Me – “Good thinking! Picking up the toys is 3 tokens, bringing the recycling to the garage is 1 token, …”
  • The kids – “OK, but who picks first?”
  • My son – “Let’s do rock – paper – scissor.”
  • My daughter – “Yes, let’s do rock – paper – scissor.”
  • The twins – “ROCK, PAPER, SCISSOR…”

After determining who would start, they quickly picked the cards and started doing the assigned task. At their own pace, they executed on the cards. Then, something cool happened.

  • My son – “Daddy, can we add a card? We need to water the plants.”
  • Me, laughing – “Of course. Who’s going to take this one?”
  • The twins – “Me, me, me!”
  • Me – “I guess we’ll have to write another card so you are even.”
  • My daughter – “Can I dust the bureau? I saw mommy do it the other day and I’d like to do that.”
  • Me, with a big smile – “OK, if you’d like to do that. I’m OK with this.”

Together, they successfully completed all their tasks. All of their tasks! No fighting, no screaming. That was a “proud moment” :) Imagine when my wife got back home after the grocery…

With the Xmas Holidays and the broken routine, I was pleased to see my kids grabbing the cards by themselves this past Saturday and starting to execute on the routine. “Wow, this self-organization thing really works! Even with kids…”, I told myself.

The Take-Away

If you want people to carry out a task, here are a few suggestions:

  • Describe the task;
  • Let the team self-organize;
  • If the team needs help, you may suggest tools or a process – but do not impose them;
  • Get out of the way;
  • If possible, make it fun;
  • That’s it.
Posted on: 01-18-2010
Posted in: Agile Management, Collaboration and teamwork, Leadership, Management, People Management, Scrum

Books I have read – December 2009 3

Another monthly update on the books I read during the past month. For a complete a list, you can visit my virtual bookshelf.

Systemic Thinking

I read Senge’s The Fifth Discipline: The Art & Practice of The Learning Organization a few times so I was looking forward to his new collaborative book.

The Necessary Revolution: How individuals and organizations are working together to create a sustainable world

My Rating: 

A few words on the book: This time, Senge and his collaborators propose a systemic approach to help solve the environmental and social challenges we are currently facing (Energy & Transportation, Food & Water, and Material Waste & Toxicity). He provides real life examples of people and organizations who have successfully implemented sustainable solutions by: following a systemic approach, collaborating, and inspecting & adapting their production methods.  Although at times the picture seems very bleak, seeing true solutions to some of the most complex problems our planet is facing was encouraging. Overall, a good book to read.

Servant Leadership

In the past year, I have heard references to servant leadership hundreds of time. Since I like to learn about various leadership styles and after a colleague suggested this training course, I jumped in. For more details on this training course, you may want to read my summary.

The Servant Leadership Training Course: Achieving Success Through Character, Bravery, and Influence

My Rating:

A few words on the book: A word of advice, although the beginning of this training course (audiobook) sounds like preaching by an experienced motivational speaker, the references and analogies used throughout the course are useful and eye-opening. Our organization strongly relies on servant leadership principles and getting the bigger picture will hopefully help me improve along those lines.

Stewardship

After releasing his audiobook The Right Use of Power, Peter Block wrote this book that provides more explanation around his philosophy of stewardship.

The Answer to How Is Yes: Acting on What Matters

My Rating: 

A few words on the book: In this book Block details his philosophy about life and work and breaks many of the common assumptions one makes when entering the work force. He offers new paradigms and presents why the old patriarchal type relationship between boss and employees does not work. If like me, the status quo isn’t your perspective, you will like Block’s thinking but beware implementing some of his suggestions is very demanding as society doesn’t (yet) work as Peter suggests.

People keep asking “How?” as a defense against living their life, says best-selling author Peter Block. In this witty, insightful award-winning book, Block shows that many standard solutions and improvement efforts, reinforced by most of the literature, keep people paralyzed. Here he places the “how to” craze in perspective and teaches individuals, workers, and managers ways to act on what they know. This in turn allows them to reclaim their freedom and capacity to create the kind of world they want to live in. Block’s “elements of choice” — the characteristic of a new workplace and a new world based on more positive values — include self-mentoring, investing in relationships, accepting the unpredictability of life, and realizing that the individual prospers only when the community does.

Amazon.com

Posted on: 01-7-2010
Posted in: Books

Results of my 360 degrees feedback. What my colleagues had to say. 2

I finally completed the 360 degrees feedback exercise I initiated a few weeks ago. At the time, I created a document to collect my colleague’s feedback and explained why I was using this method for my performance assessment this year.

Before I get into the results, I must say that I was very pleased with the new tool as it forced people to make some choices in where they would allocate their points for the strengths and weaknesses. One of my evaluator had a comment that summed up the process nicely. He said “Your tool is very similar to you. It is simple yet it has a playful complexity behind it. It forces the evaluator to really give some thoughts to his answers”.

The graphic below presents the average score for each question, in descending order. Out of the 20 people I invited to take part of my evaluation, 17 people participated and filled out the questionnaire while 1 participant preferred to provide an evaluation without filling it out.

Graphical representation of the results of my 360 degrees feedback

Graphical representation of the results of my 360 degrees feedback

Evaluators could score each question on a scale from -4 to +4. The explanation of each score is presented at the end of this post.

Although the results are very interesting, the process allowed me to receive a lot of feedback and have open conversations with people I work with. In my opinion, this is by far the most positive aspect of this process. I look forward to repeating the process once again next year.

  • -4: This competency is below the 1st percentile compared to the population.
  • -3: This competency is below the 10th percentile compared to the population.
  • -2: This competency is below the 25th percentile compared to the population.
  • -1: This competency is below the 50th percentile compared to the population.
  • 0: This competency is average.
  • +1: This competency is above the 50th percentile compared to the population.
  • +2: This competency is above the 75th percentile compared to the population.
  • +3: This competency is above the 90th percentile compared to the population.
  • +4: This competency is above the 99th percentile compared to the population.
Posted on: 12-23-2009
Posted in: Leadership, Perception

Books I've read – November 2009 4

A fair number of people who read my blog posts also end up consulting the list of books I’ve read in recent years. Based on their reaction, I’ve come to realize that the organization of my virtual bookshelf could be improved. Moving forward, I will publish a monthly post on the books I’ve read during the previous month – this is the first of such posts.

Meeting Facilitation

In preparation for our Strategic Café I read the following two books. I’m working on a post describing the process which should come out in the next few weeks.

The World Cafe: Shaping Our Futures Through Conversations That Matter

My Rating:

A few words on this book: This is a great book if you are looking to start meaningful conversations on topics that are close to people’s heart. The book covers the requirements to organize a successful World Café.

The World Café is a flexible, easy-to-use process for fostering collaborative dialogue, sharing collective knowledge, and discovering new opportunities for action. World Café originators Juanita Brown and David Isaacs outline seven core design principles and provide practical tips and tools for convening and hosting “conversations that matter,” even with very large groups. Each chapter features actual stories of Café dialogues from business, education, government, and community organizations across the globe, demonstrating how the World Café approach can be adapted to many different settings and cultures. Based on living systems thinking, this is a proven approach for fostering authentic dialogue and creating dynamic networks of conversation around your organization or community’s real work and critical questions––improving both personal relationships and people’s capacity to shape the future together.

Turning to One Another: Simple Conversations to Restore Hope to the Future

My Rating:

A few words on this book: Margaret Wheatley wrote the foreword to the The World Cafe book and as such I assumed this book would be a good complement. Unfortunately, this book focuses much more on “restoring hope” than it does on initiating conversations. From my perspective, the book is more about the soft side and the philosophical aspect of conversations.

“I believe we can change the world if we start talking to one another again.”

With this simple declaration, Margaret Wheatley proposes that people band together with their colleagues and friends to create the solutions for real social change, both locally and globally, that are so badly needed. Such change will not come from governments or corporations, she argues, but from the ageless process of thinking together in conversation.

Leadership and Stewardship

The Right Use of Power (The Inner Art of Business Series)

My Rating:

A few words on this book: Although I listened to Peter Block’s audiobook a few months ago, I decided to invest another 3 hours to better understand the philosophical aspects behind stewardship. My friend François told me he listened to this audiobook 6 or 7 times and he has been greatly influenced by it.

The words of Peter Block convey the essence of his revolutionary message. On “The Right Use of Power,” this bestselling author and distinguished management consultant fast forwards us to the business model of the future: a self-governing, accountable organization where power is shared equally and work has meaning far beyond conventional measures. Join this business visionary as he explores:

The “community” of workers and how faith, service and communication redefine success

How to retain the best co-workers and why it has little to do with money

The “high control, low adaptive” organization and its roots in the parent-child relationship

What the philosopher-artist can teach us about pure motivation

The “controlling” boss: the surprising truth about why they do it

Spirituality in the workplace and the hidden strengths of our co-workers

Performance appraisal: obsolete artifact or necessary evil?

Breaking the cycle of “unfulfillable expectations” in the workplace through the partnership model

The “Great Questions” technique for building skillful communications and trust at work

If we redistribute power do we have to redistribute wealth, too?

Compelling real-life examples of the power of stewardship, gained from Peter Block’s years of work in both the public and private sectors

Concluding with a tough question-and-answer session with Peter Block, “The Right Use of Power” will help prepare you for the changes, challenges and rewards coming in the new era of business — an era that has already begun.

Good to Great: Why Some Companies Make the Leap… and Others Don’t

My Rating:

A few words on this book: I read this book in 2002 a few months after it came out. After listening to The Right Use of Power I wanted to go back to Collins’ book to find if there were any similarities between the concepts brought forward in these 2 books – and there are. I will document them further in an upcoming blog post.

Posted on: 12-4-2009
Posted in: Books

Would you have the courage to kill your "puppy"? 1

Cute puppy

Few people have the courage to kill their "puppy"

Before you call animal protection agencies, I need to warn you upfront that this blog post is not about taking the life of man’s best friend. This post is about making difficult decisions – very difficult decisions when it comes to ending your own initiatives. For the record, I love animals but I found the analogy so powerful that I decided to use it to support my perspective [thanks to earlier blog post. I already highlighted 2 very different methods of launching new initiatives and in this post, I want to write about a leader’s ability to kill an initiative before it reaches full potential. No sane person launches an initiative or a project with the objective of not being successful.

Too many organizations lack the ability to innovate so when an organization has the amazing ability to generate new ideas, it is a wonderful thing. In such organizations, employees are motivated and the company makes sure it will continue to grow by bringing innovations to the market. Such organizations typically have a healthy pipeline of ideas that help them re-invent themselves. Some large organizations even have the goal to generate more than 30% of their revenues from products created in the last 24 months. That’s an aggressive but worthwhile strategy.

The challenge I have seen is with smaller organizations where the initiator of the idea is also typically its leader. In such circumstances, the leader no longer has the ability to take a step back and see things as they are – not as he wants them to be. After investing money and personal energy and imagining such high potential, making the right decision about pursuing the project (or not) when the results aren’t there is nearly impossible. The emotional ties to the project are so strong, it requires a lot of courage to make the decision to kill the project.

What do you do when the initiative doesn’t deliver on its expectation? Do you keep moving forward or do you put an end to the project? When do you know when enough is enough? How do you know you didn’t kill the idea too soon?

Unfortunately, there are no easy answers to these questions except it depends… It is obvious that the decision to end an initiative is much easier to make when you are not emotionally associated with the initiative. Not having taken part of the initiative makes it easier to use clear-cut criteria and apply them. If the project didn’t generate the expected revenue or doesn’t meet which ever other criteria used to evaluate it, it is much easier to decide to cancel it – to make a rational decision instead of an emotional one.

As with every thing in life, no one can ever be certain that the decision was the right one but I firmly believe that making no decision (or maintaining the status quo) is worst than making a decision. Isn’t insanity the behavior of repeating the same actions and expecting a different outcome?

As for your initiatives, stop seeing them as puppies. Take a step back and if you must kill your project, see the experience as an opportunity to develop new skills that you will need further down the line. As Agile people keep saying “Inspect and Adapt” which is a clever way of saying “Learn from your mistakes, and move on”. Very few large success happened on the first attempt. See your failed initiatives as a pre requisite for your next success.

I’ll tell you about some of my “puppies” in an upcoming post…

Posted on: 12-1-2009
Posted in: Leadership, Learning, ROI

Interesting blog posts on Leadership (November 27, 2009) 0

The seven levels of authority or how to empower people

Every topic requires its own level of authority, and the further you go the better it is. But in some cases, it is best to start by telling or selling, and then gradually increase the authority of team members as their experience grows. [ Posted on: 11-27-2009
Posted in: Leadership, Other Blog Posts

FAQ: Communities in the context of business 7

Since my first post on this topic, a few people asked me why I thought communities were a new way to organize and what complexity there was in applying communities to a business setting (i.e. for-profit organizations). I have defined what is a community in a business context and some of the rules they follow. Below are some of the recurring questions and their associated answer.

In a business context, what is a community?

In a business context, communities are similar to functional departments with some fundamental distinctions. In traditional setting, members of a functional department or of a project team work together to achieve a goal. With some exceptions, team members share nothing but their common goal and a common boss. By comparison, in addition to sharing a common goal members within a community also share common values and culture and they operate within agreed upon self-defined norms. I provided a few examples here.

Why are communities in the context of business different from other communities?

Communities that come together to carry out a goal are common but communities that aim to generate revenue to autonomously support themselves are no frequent. In traditional for-profit organizations, shareholders through board members select the management team for the organization. The management team (President, CEO, COO, etc.) become accountable to the board for their performance and as such almost always use a top-down (command-and-control) approach.

By contrast, communities rely on a bottom-up approach to decide their goals and those are seldom oriented toward profit.

Aren’t communities completely disorganized and as such, couldn’t work in a business context?

Communities could be disorganized but they wouldn’t be effective. Communities typically set up rules that will allow them to work efficiently. What may seem like disorganized entities within traditional organizations may actually bring better results.

In certain situation, a larger community may ask sub-communities to run within certain guideline and as such, would cut disorganization.

Why use communities as organizational structure?

Because communities are living cells, they are components of a living organism and are able to adapt to their environment.

A community can be born, live and die. A community arises when 2 people come together around a common goal, and decide to form a community.

A community dies when less than 2 people deploy energy to sustain it.

What rules govern a community?

I already provided an answer in this post but typically, communities work by the rules defined by their members. Some rules are implicit while others are explicit and clearly adapted to the needs of the community. The community may decide to create a space for expression and revision of its rules.

In his blog (English translation by google) Tremeur talked about the notion of rules and how they are relevant to the functioning of communities.

How can someone join a community?

Individuals can join a community by expressing their interest in the community, ensuring they are motivated by the goals the community has set, and by adhering to the rules of that community. Further information on this topic can be found in this post.

Can a community expel a member?

According to the rules under which it operates, the community may choose to expel one of its members. It is important to establish that the decision to evacuate a member is serious and can not be done without the approval of the majority (or unanimity) of group members.

An individual is part of a community if he is active in this community. Being active in the community means to actively and positively contribute to achieving the goals set by the community by working with other members of this community. If an individual is not active in a community, it is not part of that community (even if his name appears in the list of members).

How many communities can an individual belong to?

People can belong to as many communities as they wish. Individuals alone are responsible for setting their limit.

What is the largest number of members in a community?

There is no set limit.

If the number of members is jeopardizing the operational effectiveness of the community (9 members in a team would be a reasonable number), then it is likely that the community will divide itself into 2 communities, each pursuing different sub-objectives.

What is the role of leader of the community?

A leader is appointed only if the community decides to appoint one, and its role is defined by the community. Typically,

  • the leader ensures the respect of the common rules that the community has given itself;
  • the leader ensures that the community is visible and transparent;
  • the leader is the one who will link with other communities.

Who chooses the leader of a community?

Unlike traditional businesses where leaders (managers) are selected or appointed by their supervisor, the leader of a community is chosen democratically by the members of the community. Similar to the concept of holacracy, the leader emerges from the group because of its expertise and its commitment to advancing the community towards achieving the goals it has set.

Are all communities are connected?

Maybe, maybe not.

The link between 2 communities may be at least 2 kinds:

  • members belonging to more than 1 community;
  • a need expressed by a community for the services provided by another.

A community that needs support or resources from another community therefore becomes automatically linked to another community.

Can a community exist independently?

If it apart from other communities, the answer is “yes”: For example, communities of practice are primarily in service to their members, and this is enough.

Is that all communities have financial goals?

No. Basically, communities set their own goals.

As a commercial enterprise, some communities have financial goals to make sure growth and sustainability of the organization.

By contrast, other communities will be directly or indirectly serving communities with financial goals but will not themselves financial targets.

Other communities are communities of interest and have no link with strict financial targets.

Posted on: 11-11-2009
Posted in: Collaboration and teamwork, Community, Leadership, Learning, Management, Organizational Structure

Using a 360-degree feedback form to assess your leadership 5

Most organizations use a top-down approach to assess their employee’s performance. The assumption is that the individual’s manager is the best person to perform an un-biased, quality performance review. As I already pointed out, only archaic organizations still rely on this type of performance assessment (see #6). Not only are traditional performance review not representative but they focus on the skills and competencies the manager wants his employee to develop.

On the other hand, if you prefer a more comprehensive review, you may be interested in 360-degree feedback. This type of feedback mechanism covers various sources – boss, colleagues, employees, customers, suppliers, etc and as such provides better coverage for the evaluation of an employee’s strengths and weaknesses. In some cases, the employee may even decide which specific skills to assess.

360-degree feedback form

After working on the competencies required by my bosses for most of my career, I have decided to build my own 360-degree feedback form to assess my leadership abilities. You may download and use the Excel version of this form – a pdf version is also available. *

The form presents Weaknesses – skills to improve (in column C) and Strengths – skills to maintain (in column I). The evaluator must rate each statement or competency, using a scale from 0 to -4 (for the weaknesses) and from 0 to 4 (for the strengths). The evaluation scale is presented below.

Although there are 50 competencies, the evaluator is given a maximum of 25 points to allocate forcing them to choose which competencies to recognize as strengths or weaknesses.

Evaluation scale

  • 0: This competency is average.
  • +1: This competency is above the 50th percentile compared to the population.
  • +2: This competency is above the 75th percentile compared to the population.
  • +3: This competency is above the 10th percentile compared to the population.
  • +4: This competency is above the 1st percentile compared to the population.

Creative Commons License

360-degree feedback form by Martin Proulx is licensed under a Creative Commons Attribution 2.5 Canada License.


* Under the Creative Commons Attribution 2.5 Canada License, you are entitled to distribute, remix, tweak, and build upon my work, even commercially, as long as you credit me for the original creation. This is the most accommodating of licenses offered, in terms of what others can do with the works licensed under Attribution.

 

Posted on: 11-6-2009
Posted in: Leadership, Learning, Management, People Management, Perception
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