Leadership Portfolio Project



LEADERSHIP TEAM

by

Jessie D. Stament

A Paper Presented in Partial Fulfillment

Of the Requirements of

LEAD 575 ORGANIZATIONAL STRUCTURES & BEHAVIOR

March 2011

Executive Summary

CGI Federal should consider the implementation of leadership team development. What happens when a leader of a team becomes a leader of teams or when a project experiences a large growth in a short period of time? As an organization, we must be prepared to adjust to large influxes of employees and task responsibilities in order to meet the needs of our customers while meeting our company objectives. By implementing leadership teams within CGI Federal, the organization will experience many benefits which include:

• Better communication amongst functional teams which increases morale since employees know what support is required from them.

• The development of team norms which establishes ground rules that all team members are expected to comply with.

• Most importantly, the development of future leaders within the organization.

Senior leaders should devote the resources needed to implement leadership teams throughout the company. This report provides background information about CGI Federal’s Blue Force Situational Awareness project and the recent growth they experienced in order to set a foundation for the principles behind the need for a leadership team. This report also provides a definition of what a leadership team is, and how it differs from the normal supervisor or assistant manager roles. It also identifies three leadership types and why they are important to leadership teams. The report also provides key elements required to building a successful leadership team while also identifying a potential pitfall that exists when building a leadership team. The pitfall is followed by the potential benefits to the organization and how it could have a positive impact on customer satisfaction and organizational success, and then followed by a conclusion summarizing all the concepts introduced throughout the report.

Table of Contents

Executive Summary……………………………………………………………………………….2

Table of Contents…………………………………………………………………………………3

Introduction…………………………………………………….…………………………….......4

Background……………………………………………………………………………………….5

Leadership Team Defined…………………………………………...……………………………9

Selecting Leadership Team Members….………………………………………………………...10

Task-Oriented Leadership…………….……………………………………………………..10

Transformational Leadership……………….……………………………………………….11

Effective Leadership…………………………….…………………………………………..12

Trust…………………………...……………………….……………………………………13

Shared Vision…………………...…………………………….……………………………..13

Major Pitfall to Avoid When Building a Leadership Team………………………………..…….15

Benefits of a Leadership Team………….……………………………………………………….15

Conclusion……………………………………………………………………………………….18

References……………………………………………………………………………………….20

Introduction

Organizational leaders and their teams strive to achieve success in order to grow their business. This is the ultimate goal for all organizations and businesses to achieve. Large organizations are viewed by most as being successful because they would not have been able to grow without achieving some levels of success. Success typically brings in more revenue for a company and can lead to more recognition from customers and potential clients. As customers and clients take notice of an organization’s successes, they begin bringing more business to those companies which in turn leads to the organization needing more people to complete the job and more work responsibilities for the organization to take on. Therefore, organizational growth can be defined as an increase in the number of employees an organization requires to accomplish tasks, an increase in task responsibilities, or a combination of both.

Businesses rely on their leaders to be prepared to lead their team(s) through the transition period when an organization experiences growth. With any organizational growth, leaders must be prepared for change. Adding personnel and new tasks are going to bring upon change in any organization. Leaders must be prepared to deal with this change since leaders are the visionaries of an organization. They shape an organization and provide direction in order to achieve organizational success. When a leader is appointed over a small team of employees, the leader has much more time available to interact with followers in order to inspire them to buy into the leader’s vision and motivate them to execute the plan for achieving it at the same time completing allotting enough time to complete their organizational responsibilities. As a leader moves up the corporate ladder and inherits more and more employees, they begin to experience a sudden decrease in the amount of time they once had available for follower interaction. With the increased organizational responsibilities and in the number of employees they now have on their team, leader’s find themselves constantly trying to find a delicate balance for ensuring they dedicate enough time for employee interaction without letting their workload fall to the wayside. Spend too much time focusing on one area and leaders find that they either lose touch with their followers, or they begin missing deadlines for their responsibilities. An effective leader must be able to balance meeting both follower needs and accomplishing their tasks in order for an organization to be successful.

So what must leaders do to ensure they balance the time they dedicate to people and the time they dedicate to tasks? To answer this question, one must examine the different types of leaders. For instance, a transformational leader may tend to spend more time focused on meeting follower needs, whereas a task-oriented leader may choose to spend more time focusing on accomplishing both individual and organizational tasks. This study also introduces the concept of developing a leadership team because as a team grows larger in size, a leader has less time to dedicate to employee interaction. In a team environment, it is the followers who ensure organizational success, and without their support, it is virtually impossible to be successful in today’s business world. So a leader must take some steps in order to ensure their vision can still be communicated to followers since they cannot spend the same amount of time they had in the past interacting with employees. It is not to say that the leader has any less desire to interact with employees. It just seems to be a natural part of the organizational growth experience. But before exploring these factors, this research presents background information in order to form a foundation required to support the leadership team concept.

Background

CGI Federal, formerly known as Stanley Associates has been involved in the Blue Force Situational Awareness (BFSA) project since 2008. The BFSA project is a government contract that supports the United States Marine Corps in many facets. CGI Federal was initially awarded the logistics responsibilities in January of 2008. The government was unsatisfied with the company that had previously been awarded that responsibility, and decided to move the work elsewhere. Logistics is just one of many functions that the BFSA project is responsible for accomplishing. In 2008 and 2009, CGI Federal was solely logistics support while competitor companies were responsible for the design and development, software testing, and technical support functions. Although the project team was comprised of different competitor companies, the government expects that these companies work together to achieve project goals. The different companies worked together at the same work location which created a very interesting work environment where competitors were pointing out each other’s flaws in order to try and gain a competitive advantage in order to win the work of others. This created a very competitive organizational setting which sometimes had negative consequences.

Unfortunately, in mid 2008, CGI Federal had to make a change in management for the logistics function. The government clients had grown weary of the project manager CGI Federal had assigned and were losing faith in that person’s abilities. In order to meet the needs of the customer, CGI Federal appointed a new project manager to oversee the project’s logistics functions. When the new leader took over, he noticed that CGI Federal employees were spending too time focusing on project politics rather than honing that focus towards improving the quality of work. The team was too concerned with worrying about the amount of influence some of the competitor employees had on the government clients. In particular, the company responsible for the technical support function had been on the project for almost five years and had grown a rapport with the customers. Their company wanted the logistics work and constantly pointed out any flaws that CGI Federal’s logistics team made. Quite naturally, CGI Federal employees became defensive, but they were letting it consume them rather than focusing on what was really important. The new leader saw the need for change. He decided to focus on improving the quality of work and letting their work speak for itself rather than getting involved in the finger pointing game. The competitor company had flaws too, but until the focus was off of CGI Federal, the competitor’s flaws could not be exposed. CGI Federal was under heavy scrutiny, but all was about to change.

The new leader had a vision and got the employees to buy in to that vision. It was simple. CGI Federal would focus on improving their quality of work in order to mitigate mistakes. They would focus only on what they could control which was the logistics work, and let that work speak for itself. Nobody can really complain when a company is doing exactly what they are supposed to be doing which is providing a quality product to their customer. This became the team’s challenge and motivation. They worked very hard, and it seemed that things were improving each and every day. From 2008 to 2009, customer complaints became less and less, and the team began receiving quite a few compliments from the customers. As the CGI Federal team became more successful in achieving their vision, the government began noticing the flaws of CGI Federal’s competitors. CGI Federal team members were constantly on the move, accomplishing their tasks, and hitting their targets while the competitor employees were seen sitting around, missing deadlines, and becoming complacent. It seemed the competitors believed their contract was safe since they had been awarded the work for the last five years. But all that changed in the year 2010.

In 2010, the government clients awarded CGI Federal with the technical support function for the BFSA project. CGI Federal experienced what seemed to be a significant organizational growth in employees and functional responsibilities at the time. The leader’s team grew from 10 to 16 employees and from one to two functional areas of responsibility. The team implemented some major changes using the same recipe for success that logistics had used. The technical support team focused on improving the quality of work. Although the team leader had more employees it was not significant enough of a growth to prevent him from being able to dedicate enough time and attention to his employees in order to communicate, reinforce, and follow through with the vision. He was still able to manage meeting follower needs while completing his tasks in a timely manner. But the organizational growth the team would experience next was something far greater than anyone could have expected or been totally prepared for.

In 2011, CGI Federal experienced its largest organizational growth within the BFSA project. They were awarded the prime contractor responsibility for the entire BFSA project. The number of employees grew from to 55 employees and their functional responsibilities now included all facets of the work to now include the design and development, software testing, technical support, and logistics tasks. This sudden increase in employees and responsibilities changed the role of the team’s leader and his ability to balance employee interaction with task completion. The leaders was promoted from project manager to program manager and experienced a high increase in company and project responsibilities which require him to dedicate much more time to tasks which deters from the time available to dedicate to employees. Before this organizational growth, the leader had ample time to interact with each of the team members individually. But this growth makes it much more difficult to spend ample time with each individual employee in order to gain follower buy in towards a common vision. So what must a leader do in order to meet follower needs while still fulfilling the requirements of the program manager position? The BFSA program manager decided to develop a leadership team to aide in creating a strategic vision, communicating that vision, and modeling the vision for others to follow. With the increase in responsibilities, the program manager could no longer be the sole visionary. When a leader grows from a leader of a team to a leader of teams, they must be able to adapt to the situation in order to be effective.

Leadership Team Defined

So what is a leadership team? A leadership team is different than a team of supervisors or assistant managers. A supervisor is responsible for the administrative tasks associated with managing employees. They serve similar functions to that of a leader, however not all supervisors are capable of being effective leaders. In some organizations, supervisors are selected based on their seniority or ability to accomplish specific tasks. Due to those factors, a leadership team extends past selecting employees based upon their seniority or task abilities. A leadership team is comprised of individuals who fit the prototypes of an effective leader in order to gain follower support. A leadership team is a team of visionaries who share similar leadership values, traits, and characteristics. Leadership team members hold a high regard for leading people in order to meet organizational goals while maintaining a high consideration for follower needs. In every organization, there are those appointed in leadership positions that display very minimal leadership characteristics and have no value for follower needs, but instead focus primarily on accomplishing tasks. These managers use their power and authority to instill fear into their employees. They emphasize that employees are dispensable and that if employees cannot complete the job within the requirements, specifications, or timelines that they will be laid off or replaced. Unlike managers, leadership is an art. “The first responsibility of a leader is to define reality. The second is to say thank you. In between the two, the leader must become a servant and a debtor” (DePree, 1989, pg. 11). The concept of a leadership team is for team members to serve followers rather than instill fear. Leaders instill confidence in their followers through empowerment, communication, mentorship, and development with the goal of their followers reaching their full potential. Most people do not even realize the potential they have, and the goal of a leadership team is tap into that potential in hopes that it benefits organizational success. The concept sounds great in theory, but how does a leader build a leadership team? First, a leader must identify and select employees they feel possesses or exemplifies leadership.

Selecting Leadership Team Members

How does a leader identify potential leadership team candidates? As previously stated, this team is not comprised of just supervisors or assistant managers. The leader selects members that they feel possess and portray leadership qualities. In order for a leader to select potential leaders, they must have an understanding of the different types of leaders that exist. If the leader selecting members for a leadership team is only aware of one particular leadership style, their selection process will be too narrow-minded and could cause conflict further down the line. Instead, the leader appointed to select potential team members must have a thorough understanding of leadership theories to include the different types of leaders that exist. At a minimum, the selector must be knowledgeable of task-oriented (transactional) leadership and transformational leadership, because “organizations require both transactional and transformational leadership” (McShane & Von Glinow, 2010, pg. 371). If organizations require both types of leaders to be successful then the senior leader must choose both types of leaders when forming a leadership team to ensure neither tasks nor people are neglected.

Task-Oriented Leadership

“Task-oriented leadership includes planning work activities, clarifying roles, and monitoring operations and performance” (McShane & Von Glinow, 2010, pg. 365). Task-oriented leaders are focused on setting clear expectations and goals for followers in order to achieve the leader’s vision. These leaders have a high regard for making sure followers understand what they are and are not being held accountable for. They have less regard for follower’s feelings when mistakes are made since task-oriented leaders expect followers to accomplish their responsibilities. For instance, a task-oriented leader expects a stock clerk to be able to pull equipment from the warehouse in accordance with policies. The leader has met with the stock clerk, clarified their expectations of the stock clerk, and both the leader and stock clerk agreed that the expectations were fair. So if the leader later finds that the stock clerk was pulling the wrong equipment or not following policies, the leader is less inclined to take the stock clerks feelings into account when handling the situation. Task-oriented leaders seem more inclined to focus as to why it was not done right because the stock clerk knows what is expected.

Transformational Leadership

The object of transformational leadership is to, “turn individuals’ attention toward larger causes, thereby converting self-interest into collective concerns” (Ciulla, 2004, pg. 151). Transformational leaders are people-oriented. They understand how to earn follower trust while maintaining employee motivation. Transformational leaders want to transform their employees, culture, and organization for the better. These leaders tend to put service before self interest. They find ways to make a difference in the organization, in their followers’ lives, and in their own lives. Transformational leaders are also more emotionally oriented. In the example described above regarding the stock clerk, a transformational leader may seek to understand what factored in to the mistake being made. For example, maybe that person was having a bad day or facing outside distractions. Understanding task-oriented and transformational leadership provides the leadership team leader with a better sense of why it is important to have both types of leaders as part of the team, because leadership is about both people and tasks. Based on these brief overviews of task-oriented and transformational leadership, this study introduces another leadership style that incorporates both task-oriented and transformational leadership into a combined leadership style.

Effective Leadership

Effective leadership is the combination of both task-oriented and transformational leadership styles. An effective leader understands how to use both styles and applies specific characteristics to specific situations. Covey (1989) defines effectiveness as, “…an individual can effectively solve problems, maximize opportunities, and continually learn and integrate other principles in an upward spiral of growth” (pg. 52). Effective leaders value both their people and task accomplishment. Some might argue that effective leadership is not a style, but instead a measurable of leadership. However, this definition of effective leadership focuses on leaders understanding that both styles are equally important. If a task-oriented leader only focuses on tasks and not on people, then they may experience low morale if followers feel the leader does not genuinely care for them. If a transformation leader only focuses on people and not tasks, then they may experience a lack of respect from their people due to neglecting productivity. An effective leader focuses on both tasks and employees while adjusting styles to meet the demands of the organization. For instance, if employee morale is high but productivity is lacking, an effective leader will be able to identify the problem and use more task-oriented characteristics in order to come up with a solution. If employee morale is low but production is still meeting timelines and requirements, some leaders may choose to continue as long as production is still good. But an effective leader would identify low employee morale as a problem and find ways to fix it rather than waiting for it to have a negative effect on production.

Understanding the different leadership types is essential in selecting leadership team members. The senior leader needs to be knowledgeable of leadership types in order to identify individuals who possess leadership characteristics in the selection process. The senior leader must also be aware that different leadership styles exist so that neither followers nor tasks are neglected when evaluating selectee’s leadership style(s). Leadership styles are not the only important factor when identifying leadership team candidates. The senior leader must also be aware of two key elements required for building a successful leadership team.

Trust

There are two key elements that must exist amongst the senior leader and leadership team members in order for them to be successful: trust and shared vision. “Without trust you cannot lead. Without trust you cannot get extraordinary things done. Individuals who are unable to trust others fail to become leaders, precisely because they can’t bear to be dependent on the words and works of other” (Kouzes & Posner, 2007, pg. 224). One of the main purposes for developing a leadership team is for leaders to come together to do something extraordinary. Team members must be able to depend on each other and must value each leader’s values, beliefs, ideas, and opinions. They must hold a high regard for each other and trust in one another to provide and receive constructive feedback in order for the team to grow.

Shared Vision

All leadership team members must believe in a shared vision. Beach (2006) defined vision as “…a story that tells the organization who it is now and who it ideally will be at some time in the future” (pg. 50). In relation to the recent organizational growth experienced by CGI Federal on the BFSA project, the vision is what outlines how the leaders view the organization today and developing a vision for a desired state of how they want the organization to be viewed in the future. If even one leader does not believe in the shared vision then the entire team is at risk of being unable to achieve the desired future state. One bad seed can spoil the bunch, because if one of the leaders does not believe in the vision they are less likely to communicate and model the vision for employees to believe in and follow. The success of the team highly depends on the ability of all leadership team members to believe in the shared vision.

Once leaders gain an understanding of the different leadership styles and the key elements required for building a successful leadership team, the senior leader can now begin selecting team members. The leader should identify candidates who present characteristics of effective leadership since these individuals possess the ability to use a combination of task-oriented and transformational leadership. However, senior leader’s should not limit themselves to only finding effective leaders, because there are excellent candidates who possess leadership abilities that may lean more towards task-oriented or transformational who can be taught to be effective.

There are many leaders within organizations who are unaware that they are leaders. “Whenever a group forms, a leader will emerge” (Kellerman, 2004, pg. 24). Part of the role of leaders is to be mindful of leaders who emerge when any size group or project team forms. Typically, those with natural leadership abilities tend to step up and fill the leader role any time a group forms. With all the organizational growth CGI Federal recently experienced, there have been many leaders who have stepped up. The goal of the leadership team is not to identify everyone who has leadership potential and invite them in. The goal is to identify leaders who are willing and eager to learn about leadership, share ideas, champion change, and impart what they learn to their followers. The intent is to set the foundation of leadership within the organization. When selecting leadership team members, the senior leader must take into account the type of leaders they select while ensuring they are trustworthy and are willing to share the same vision for the organization. Leaders must also be aware of potential pitfalls that exist when developing a leadership team in order to mitigate the risks associated.

Major Pitfall to Avoid When Developing a Leadership Team

Anytime a team exists, there is one potential major pitfall that exists that could cause significant setbacks or even cause the team to fail. The senior leader must be aware that the leadership team is going to be receiving their leadership insight primarily from one person unless they are proactively learning about leadership on their own. Because individuals have their own individual beliefs, it is hard to keep bias out of teaching but it is not impossible. The senior leader must be cautious to not let their internal beliefs get in the way of developing the team. The senior leader should also be cautious to not tell other team members that their leadership beliefs are wrong, right, or indifferent. Leadership is a multitude of theories, concepts, thoughts, and ideas combined together, and everyone has their own opinions on them. It is key that the senior leader and team members alike are aware that they are not always going to see eye to eye, they will all have different thoughts on leadership topics, but they need to be respectful of each other in order to make the team work. By understanding this premise beforehand, the team can experience significant benefits from developing a leadership team.

Benefits of Developing a Leadership Team

In relation to CGI Federal’s recent organizational growth on the BFSA project, a leadership team could provide many benefits to the project and the organization. With the recent growth, there have been a number of new employees added to the team and new responsibilities that CGI Federal was not previously accountable for. In regard to the new employees, the overall team dynamics are going to change as well as the ability for the leader to communicate with employees. The senior leader must rely on his team members to relay information, provide direction, and execute the mission. In most organizations, supervisors and assistant managers fill this role. A leadership team differs from that aspect because the senior leader does not only provide direction on the day to day operations, but also provides leadership development insight. Some may view this as choosing a selective few and neglecting others who the senior leader did not choose as part of the team. The intent is not to neglect others, but is intended to use the limited time available for developing the functional area leaders who in turn have more time available to interact with their employees.

In the case of the BFSA project, the program manager can no longer spend the amount of time on employee interaction now that he manages 55 personnel as he could when he managed 16 personnel. So, should a leader divide the limited time they have available for employee interaction amongst all 55 personnel? Or should the leader take the time they have available and focus on developing a select few who then can share the knowledge amongst their functional team? An argument can be made for both, but each situation is very circumstantial. In either case, the senior leader must choose what the best approach for the situation is. On the one hand, a leader could choose to have short interactions with each employee. But what benefits exist if a leader only gets to spend five minutes with each employee a week? The employee may feel appreciative that the senior leader takes time out of their day to meet with them. On the other hand, if a leader has a leadership team made up of five members, they may be able to spend a few hours or more each week teaching, guiding, listening, mentoring, and developing these leaders to be better equipped to lead their teams. Senior leaders must not get tunnel vision or lose sight of the remaining 50 employees, and should dedicate time in their schedule to interact with all employees. The employees are the ones responsible for accomplishing the work and a leader can only go as far as their followers take them. A leader can plan all they want, but without the support of followers they can never really achieve success.

The project receives multiple benefits should leaders choose to spend more time developing their leadership team. One benefit is that the leader can teach team members about leadership. Even though leadership is a well known concept, many leaders do not have a clear understanding of what leadership is really about. The more aware leaders are the better leaders they can be. Another benefit is the flow of communication. All too often, many people are left out of the information loop because prior to CGI Federal having the entire project, much of the work seemed to be taking place in vacuum. The vacuum effect is where one functional area is only worried about their work and communicating with themselves even though the entire project team needs to be included or made aware of what is going on. By meeting with leadership team members on a regular occurrence, the team can now share information, request resources or assistance, and talk through the problems rather than build up frustration. The team members can then take that information back to their teams.

Another potential benefit is that the leadership team can discuss and develop team norms, rules, guidelines, etc. for things that they may identify as needed. For instance, when the competitor company was responsible for the software testing, their employees would wear blue jeans and t-shirts in a business setting. As CGI Federal took on the work, the leadership team determined that these employees would now dress in business casual Monday through Thursday, and blue jeans were allowed on Friday. From that discussion, the team analyzed the dress code for the project as a whole since some areas need to be able to wear blue jeans due to their job responsibilities. For example, stock clerks need to be in blue jeans and steel toe boots since their role is primarily warehouse operations where they are lifting, moving, driving forklifts, etc. and their duties do not require them to be in khakis. The team developed a new dress code for the entire project, communicated that code to their teams, set the example for their employees to follow, and the results have been more impactful than expected. People actually enjoy coming to work in business casual attire. Followers have provided feedback that it makes them feel more professional because now they dress the part. It is amazing how something so small made such a difference in morale. The customers have taken notice as well and provided compliments on how the project seems to have a more professional look to it.

These are the types of situations and benefits that a leadership team is capable of making within any organization. A leadership team does not have to seek out the major problems of an organization to make a difference. Their purpose is to create a vision, establish team norms, balance follower needs and task accomplishment, and learn as much from each other as possible. The leadership team concept is not about the experiment of a leader of teams. It is about the experiences leaders share and gain by surrounding themselves with people who believe in the same values, believe in each other, and who want to achieve success or go down trying.

Conclusion

In summary, as organizations experience organizational growth, organizational leaders must be willing to adapt and change in order to accommodate follower needs and additional task requirements. Organizations rely heavily on supervisors and assistant managers to convey the vision of their appointed leaders to the organization’s employees. However, a leadership team differs from that of the typical company supervisor. A leadership team is made up of leaders who are selected based upon their potential leadership abilities. The team’s leader must have a clear understanding of the different types of leaders that exist within an organization. Task-oriented leaders primarily focus on defining expectations and clarifying roles in order to achieve performance. Transformational leaders focus on inspiring the workforce in order to achieve the leader’s vision. Effective leaders combine both task-oriented and transformational styles and apply them according to the situations they are facing. The leader of a leadership team must also be aware of two key elements when building a leadership team. The first being the team members must be trustworthy since trust is the foundation of leadership. Second, the team members must be willing to aspire towards a shared vision. They must buy in to the vision, communicate that vision to their followers, and set the example for their employees to follow.

The leadership team leader must also be aware of the potentially dangerous pitfall that exists when building a leadership team and make it a priority to be as unbiased as possible in teaching their team about leadership. If the team members respect each other and welcome other member’s ideas, the potential benefits of a leadership team’s contribution to an organization are endless. It is up to the senior leader to determine if a leadership team is necessary in their situation. The ultimate goal of leadership is to find the perfect balance between meeting follower needs and meeting task needs. By developing a leadership team, senior leaders have assistance available to them to ensure that everyone is striving to make the organization more successful. With success comes growth, and then those who were part of the leadership team now get their opportunity to impart the experiences they gained onto the next generation of organizational leaders.

References

Beach, Lee. (2006). Leadership and the Art of Change: A Practical Guide to Organizational

Transformation. Thousand Oaks, CA: Sage Publications, Inc.

Ciulla, Joanne. (2004). Ethics, the Heart of Leadership 2nd Edition. Westport, CT: Praeger

Publishers

Covey, Stephen. (1989). The 7 Habits of Highly Effective People: Powerful Lessons in Personal

Change. New York, NY: Fireside

DePree, Max. (1989). Leadership is an Art. New York, NY: Dell Publishing Group

Kellerman, Barbara. (2004). Bad Leadership: What It Is, How It Happens, Why It Matters.

Boston, MA: Harvard Business School Press

Kouzes, J. & Posner, B. (2007). The Leadership Challenge 4th Edition. San Francisco, CA:

Jossey-Bass

McShane, S. & Von Glinow, M. (2010). Organizational Behavior: Emerging Knowledge and

Practices for the Real World 5th Edition. Boston: McGraw-Hill

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