merger with United States International University.
Albino’s psychological training has served her well in all her
leadership positions, she says. “Psychologists go first to what
motivates people,” she says. “It’s all about how can I make this a
win-win situation for everyone.”
“Psychologists go first to what
motivates people. It’s all about
how can I make this a win-win
situation for everyone.”
University of Colorado
Now, Albino is back at the University of Colorado, serving
as associate dean of the new Colorado School of Public
Health. At the same time, she is running a National Institutes
of Health-funded research center called the Center for Native
Oral Health Research, which is devoted to reducing oral health
disparities among American Indians and Native Alaskans.
And as director of the yearlong Senior Leadership Training
Program offered by the university’s Colorado Clinical and
Translational Sciences Institute, she and other faculty provide a
team-focused leadership skills program for deans, department
chairs, lab directors, training directors and others who seek
training for leadership. The program includes multiple
assessments and focused work on such topics as conflict
resolution, feedback, the intergenerational workplace, decision-making and other management topics.
“There’s nothing I like more these days than coaching and
supporting people as they move into leadership positions for
the first time,” says Albino. “I view the academic leaders whom
I have coached as my greatest accomplishments.”
For Robert J. Lee, PhD, of New York City, leadership
development isn’t just something he studied in school.
Although he earned a doctorate in industrial/organizational
psychology from Case Western University in 1965, he has
mostly learned by doing.
“It was a natural evolution,” says Lee, who also serves on the
board of the Foundation for the Advancement of Psychology in
Management (FAPIM). “The understanding of leadership and
management just naturally led to doing it.”
Lee launched his own consulting practice in 1974. He
soon took on a partner, hired more staff and opened three
regional branches. Eventually he sold the company to a parent
company that went national. Today, the firm — now called
Lee Hecht Harrison — is
an international business
with 200-plus offices, several
thousand employees and
services that include career
transition and leadership
development. “That got me
into a leadership place, both
as a practitioner and a doer,”
says Lee, who cites his father
— who owned a retail store
and then a broadcasting
business — as a role model.
After two decades, Lee
moved to Greensboro,
S.C., in 1994 to become president and chief executive officer
of the Center for Creative Leadership, a nonprofit that is the
world’s largest leadership research, training and publishing
organization. Three years later, he returned to New York to
launch an executive coaching business.
Lee also devotes himself to coaching executive coaches.
“When you get to a certain age, you want to give back and
help create the next generation,” he says. In 2002, he founded
iCoachNew York, which offers training and supervision to
new and seasoned coaches. Now, he and four other coaches
offer a certificate program through Baruch College of the City
University of New York, a course at the New School and in-house training at client organizations.
Last year, Lee and his iCoachNew York colleagues published
“Becoming an Exceptional Executive Coach: Use Your
Knowledge, Experience and Intuition to Help Leaders Excel.”
Lee’s earlier books include “Discovering the Leader in You”
(2011) and “Executive Coaching” (2005).
Lee’s own coaching clients are primarily executives in New
York-based financial, advertising, media and pharmaceutical
companies who are coping with such problems as how
to inspire followers, manage political alliances within an
organization or handle power. He has also coached APA Past-president Suzanne Bennett Johnson, PhD, helping her figure
out how she could make the biggest impact during her one-year presidency. Lee takes his own advice, too, such as the need
for leaders to delegate — something he struggled with when
starting his first business.
More psychologists should get involved in leadership, Lee
“Those of us who understand leadership have an obligation
to participate in it,” he says. “And the benefit goes the other way
as well: By actually doing it, we certainly learn things that help
us understand leadership better and so can help others better.”
“I’m a two million-mile flyer,” says Allen L. Parchem, PhD, of
Oak Park, Ill. And that sums up what life was like as part of