Archive for the ‘Accountability’ Category

Become an Office Environmentalist

Tuesday, June 29th, 2010

I was doing some research about the environment. My mind went to Henry David Thoreau and how he was a “gadfly” to keep people connected to nature. He was a searcher for the truth and knew that our inner nature is connected with outer nature.

His life, his writing, was about seeking the deeper meaning, of everything. We have become such a “sound bite” nation any idea that takes more than five words to express is ignored.

Maybe we do need to stop, during these summer months and be quiet in nature’s bounty. Sit with the tress and flowers, sit with the sand and water, sit with the stars at night, and just sit. It was in this quiet that Thoreau wrote “Walden“.

What does this have to do with work you are wondering; nothing and everything?

We are living in such a polluted world and it is not just the physical chemicals, the oil, and the trash that is bearing down on us. We are also burdened with workplace conflict that seems to get worse and worse all the time.

With my coaching clients I am hearing more and more disaffection that co-workers have with each other. With all the team building programs, all the pizza parties, all the community days set aside, there is still an edge of tension in most work environments.

This emotional pollution is causing untold stress and it tumbles from home to work to little league. What can be done?

The idea of being an office environmentalist came to me as I was researching information about Thoreau. He died at the young age of 44 and left a legacy for others, including Gandhi and Martin Luther King to look at what I am calling emotional pollution and take a stand.

We are spending way too much time yelling at company officers who have done poor jobs, not just BP, check out the poor quality cement work of Halliburton in the Gulf as another example.

It’s not about how bad “they” are. What about our personal responsibilities for maintaining our beautiful planet, for being kind and civil to each other at work, in our communities?

This Thoreau quote stayed with me, I offer it to you “There are a thousand hacking at the branches of evil to one who is striking at the root.”

Take some quiet time this summer and think about how you can help get to the root.

Leadership Strategies and Mirror Neurons

Monday, June 28th, 2010

Here is the scene: at an off-site I was facilitating last week someone on the team was angry with a colleague. How did we all know Ted was angry?

He smiled. He answered questions in a smooth, quiet voice. He looked engaged……almost.

Yet, whenever his colleague, Dan spoke, Ted would shift from side to side. He would stop smiling and look as if he was sucking on a lemon. His would squint, as if tracking an impending storm in the far away clouds.

Soon everyone in the room had taken on a similar look; twelve people sucking on invisible lemons and waiting for the storm to start.

I waited until the first break and took Ted aside. What was happening? He was “surprised”, actually, surprised and relieved that I had noticed. “Well” he hesitated for a long, long moment. “Well, Sylvia Dan is a liar.” He waited to see how that statement went down.

I responded with a “request sentence” I teach participants in our Total Leadership Connections program. “Tell me more” I stated and then shut up.

The essence of the issue between Ted and Dan could derail the entire group if it is left blowing in the wind. It can cause havoc because they are two strong and competent leaders who would intentionally or unintentionally cause the rest of the group to choose sides.

Have you ever been on a team where members are smiling, talking properly and yet the dissention is there; and everyone knows it? I bring this up because it is a vital part of team dynamics and all team building programs should require a section about workplace conflict resolution. Unless conflict is faced and resolved it become like a systemic disease that impacts everyone.

I’d like to have you send me your “war stories” and how they were (or were not) handled elegantly. The first three will receive a copy of my book “Don’t Bring It to Work” and will be the basis of a series of blogs I am doing to help diminish conflict in the workplace.

Leadership Kaleidoscope

Friday, June 18th, 2010

We just finished one of the most rewarding retreats of…. forever!

Big statement; now I will explain. For the past year we have been working with school district administrators in suburban Pennsylvania.

That includes 21 men and women who care about education and care about children.

June 2009 was their first off-site, a two day program to help them coalesce into a seamless team. Seated in the circle of chairs in the beautiful great room at The Country Place Retreat and Conference Center were kindergarten, elementary, middle, and high school principles, head of special education, curriculum, counseling, finance, transportation, grounds, maintenance, assistant superintendent, and superintendent.

Let me paint the picture from last year. Anyone can sit in a circle. Anyone can say what they think is expected of them. Not just anyone can begin the journey to the truth, to the heart of the matter. With this group it took time and it took the superintendent to start the ball rolling.

When a leader is willing to be self aware and share the essence of that awareness with a team, magic happens.

That is what happened on the last morning of last year. The group had not yet become a team. The elephants and gorillas were standing sentry. It was going to have a disappointing end, sort of like a stale and soggy afternoon at the beach.

Then the superintendent asked if she could speak. There was an uncomfortable quiet. She talked about her pattern as a super achiever and how she hated to ask for help. She then looked around the room and asked for help.

One year later: an air of “Can Do” permeated the circle. Same type of chairs, same circle, yet, what a difference; this was a group that had coalesced into a team of aligned colleagues who supported each other and had become a kaleidoscope. Each was a different shape, different color, each had a different perspective about issues, yet they all had a common goal of helping the youngsters grow and learn.

Kaleidoscopes make gorgeous images no matter which way you turn them, point of light that blend together in new and unique ways from moment to moment.

What’s in a “C”?

Wednesday, June 16th, 2010

We have an incredible team of administrators from the Derry Township School District at an off site at The Country Place. They are all achievers of excellence, so when I suggested that this past year we have been working together was “the year of the C” a look of disappointment went around the room like a cloud hiding the sun.

I explained, it had been a year of the “See” and the “C“.

They have all been willing to look at how a high level administrative team can harness workplace conflict, master workplace relationships, tackle leadership dilemmas, be pioneers and visionaries in the field of education, build trustworthy relationships, and have enjoyable friendships all at the same time.

They all “see with new eyes” and embrace life long learning. The task now is to take the skills they have learned to the faculty, board, parents, and youngsters they are helping prepare for the rest of their lives.

Here is what is in a “C“:

Challenge: response to the call that “there is a better way”

Connect: learning that we are all in it together and no one wins unless we all do

Curiosity: Shaking things up to see what “new” looks like, sounds like, and feels like

Culture: exploring how a culture blossoms when risks are taken

Commit: understanding the power of an entire system willing to forge a new path

Communicate: working with the forces of choosing the right words to tell the truth

Cause: weaving education, including administrators, teachers, parents, children, community, and board into a well constructed tapestry

My barometer of hope is high. This team of pioneers is making a difference. As they explore their own self awareness and the power of pattern transformation they are taking leadership development and workplace relationships to a rarified realm of innovation and creative intent.

Leadership Strategies and Waste Management

Wednesday, June 9th, 2010

Where do you think you waste the most amount of time at work? Is it spending time gnawing on your hurt feelings about upsets with co-workers? Is it rewriting reports that have been done poorly by direct reports? Is it intervening in workplace conflict that is dragging your team down? Maybe it is in the time wasted in overly long, boring, or unnecessary meetings.

There is mental waste, emotional waste, and physical waste that can be eliminated at work that once cleaned out creates a more efficient, economical, and time saving culture.

Take meetings for example. They have been called the “black hole” of the workplace. Most people when asked, say they dread the length of time spent in meetings that are often seen as unnecessary and insignificant.

So many meetings are of the “just because” variety; just because it’s Monday, or just because we are senior leadership, or just because we are on the committee.

Take the time to evaluate routine, regularly scheduled meetings. The question to answer is “What is the key purpose?”

Once you decide the meeting has value follow the following rules and you will have waste management under control.

 1. Meetings are living theater. Have a title and an outline of important issues.

 2. Start and end on time. The curtain goes up, the play is the thing, and the curtain goes down. Run your meetings to stay within the structure of theater and you won’t go wrong.

 3. Have a main theme: No more than two subplots or you will lose the audience.

  4. Facilitator is the director. Keep the meeting lively and make sure all the “actors” know what is expected of them. Pre-rehearse with the main characters so they are prepared with reports and power points if necessary.

   5. Present with panache. Pictures are truly worth a thousand words. The brain will remember one picture sprinkled with emotional words longer and better than a long dissertation with vast numbers of numbers.

   6. Careful with handouts. Less is more in this overly stimulating world. Give a single page with key phrases rather than an entire presentation to follow.

   7. Ask questions. Give participants space to think in new ways and have time for Q&A. The key to successful meetings is engagement and involvement.

Meetings that are structured like theater are remembered and successful. The first few you do may be like off, off Broadway. However, as you become more comfortable with plot, subplot and the emotional aspect of drawing people into the importance of what you are doing for your team and your company you will get more and more buy-in. Who knows, Broadway is always looking for great stories, maybe one of your meetings can become a major winner. So, start thinking, which star would you like to play you in the theater production?

Leadership Strategies and Signs of Distress

Friday, May 28th, 2010

One of our Total Leadership Connections groups did an inventive skit about what they had learned in the four session program. They took turns, one hand on “Don’t Bring It to Work”, other over their heart, swearing not to bring their most disconcerting behavior patterns to work.

One had to own the victim pattern; he was always the one who felt that no matter what happened, it was his fault. Another was a procrastinator, mostly late with his projects, and another was the martyr who felt she did everyone else’s work and was always exhausted.

The skit was filled with whimsy and great insights into what had been learned, about the benefits of self awareness, and accountability of behavior. This group of individuals has excellent careers ahead of them. They have done the hard work of peeling back the layers of ingrained behaviors that travel with us from childhood, and if not looked at and transformed, go with us to the grave.

In most companies there are no processes in place to look at the office politics that cause so much distress and strife, the workplace conflicts that boil and bubble from day to day, so much wasted time and lost productivity when there is a need to play “CYA” day in and day out.

What are the signs of distress that can be warnings that patterns are getting bigger and bigger and are in the way of productive work getting done? Here is what to look for:

1. Behavior repetition: coming in late day after day for example

2. Language repetition: telling same story of upset day after day

3. “Tattle-telling” about co-workers behavior

4. Offering “secrets” to you and only you

 5. Continuous miscommunication; “I never said that”  

Please remember, employees bring who they were until now into the workplace. They come to work with all the baggage of their previous work relationships and the issues from their original organization, the family.

The more we can become aware of our patterns the more we can tame and transform them. The more we stay the same, repeating what we learned as children for our own survival needs the more we create atmospheres of mistrust and lack of productivity.

Give your employees; give yourself the gift of growth. Learn the way OUT to observe your patterns and begin the change process. Understand where the patterns began and change is long lasting and deep. Transform the patterns and become a leader who inspires others to also take the risk of growth.

When You Will It Do You Really Find the Way?

Monday, May 24th, 2010

Will power; it’s a mysterious force that some seem to have and others don’t. Some are able to say no the luscious decadent dessert, others can stay away from the golf course on a beautiful day, and others can practice a dance routine till they are about to drop.

What is the mysterious force that says “Yes, you can do it” or “No you can do without it?” Why do most of us fail miserably and feel like jerks as we watch the chosen few win the awards and trophies and have to listen to how hard they worked and how they never gave up.

There are so many motivational books about focus. That “if only” you would decide to stay “on purpose” you can do anything. Well, I tell you sometimes, it just ain’t so!

Take me for example. I just lost a lot, I mean a lot of weight. I have said no to my favorite Pinot Noir, to amazing crème brulee, to freshly baked bread. And everyone has congratulated me on my will power.

Except, it did not take any of my own will; it took a combination of the right ingredients. There is a small amount of a whey shake, some coconut oil and a shot (literally) of a hormone that burns away the fat.

I learned from this that will power sounds better in a motivational speech than often is the case in real life. I did not crave anything. I’ll say it again, I did not crave anything that would keep weight on my thighs or butt.

I know what to eat; I have known what to eat for decades. I have done every fad diet and every nutritional way of eating and yet, there it was; that annoying extra weight. Sometimes you just have to wait for the right combination to find you and then eating right, finishing a project, finding a new job, or a new lover, or a new home just happens.

What I have learned from going back to my small size clothes after more than a decade of struggle is this; don’t give up the quest, what you really need is there, somewhere. More important than that, stop beating yourself up and looking to others to give you the answers; doing what is good for you is easier if you give yourself a break.

Fed’s Bernanke: Money ‘By Itself’ Doesn’t Buy Happiness

Wednesday, May 12th, 2010

I found this very good article on Ecreditdaily.com on Bernanke’s commencement address at the University of South Carolina.  Please read and note my comments; I’d love to hear your thoughts.

Fed Chairman Ben BernankeIt was not your typical speech by the Federal Reserve chairman; then again, this was a commencement address at the University of South Carolina in Columbia, about a two-hour drive from Dillon, where Ben Bernanke spent much of his childhood.

The Fed chief’s address focused on happiness, and reaffirmed some age-old parental advice: money isn’t everything.

Bernanke didn’t entirely abandon economics, however, as he referenced studies measuring contentment and income.

“Although today most Americans surveyed will tell you they are happy with their lives, the fraction of those who say that they are happy is not any higher than it was 40 years ago, when average incomes in the United States were considerably lower and few could even imagine developments like mobile phones or the Internet,” Bernanke said, referring to a study years ago by economist Richard Easterlin.

The economist, Bernanke told graduates, found that once you “get above a basic sustenance level–on average, people in rich countries don’t report being all that much happier than people in lower-income countries.”

For example, he said, Americans have reported similar levels of happiness as do Costa Ricans, who have about one-quarter the per capita income.

Other studies have contradicted that notion and contend that richer countries heighten happiness through higher levels of technology, infrastructure and healthcare.

So Bernanke took a stand somewhere in the middle ground.

“So I am going to continue under the assumption that, although wealth and income do contribute to happiness and life satisfaction, other factors must also be very important,” he said. “Or, as your parents always said, money doesn’t buy happiness. Well, an economist might reply, at least not by itself.”

He also said that happiness is often measured by the degree of human interaction, more so than the amount of material wealth. And that both psychologists and economists agree.

“Happy people tend to spend time with friends and family and put emphasis on social and community relationships,” Bernanke said. “We are social creatures. Research has demonstrated that happiness and life satisfaction are perhaps more closely related to participating meaningfully in a network of friends, family, and community than any other factor.”

My response:

Bernanke gave an important speech. As an economist, not a psychologist (which is my field) or a motivational guru, he stated what we know and tend to ignore. Money by itself truly has questionable value. It does seem high time that those in the financial realm begin to speak out. King Midas found out too late the limited benefits of having it all. Remember the children’s story? He was granted the wish to be the richest man in the world and everything he touched turned to gold, including his daughter who just wanted a hug.

Time we stop showing celebrities with hundreds of shoes and start to talk values with those getting ready to enter the work force before they become addicted to the false premise that more is better. At some point more, even oxygen, becomes toxic.

Leadership Conflict Turns Destructive

Wednesday, April 21st, 2010

 

I found this very good blog about the Toyota fiasco.  Please read and note my comments; I’d love to hear your thoughts.

Article by Steve Tobak, The Corner Office

Survival of the fittest requires conflict; that’s as true in the boardroom as it is in the wild. In that sense, conflict isn’t just a good thing, it’s a key ingredient in all great organizations. It’s the manner in which businesses test new ideas and up-coming leadership talent.

 

But there comes a point when otherwise healthy conflict turns toxic, even destructive. I’ve seen it happen too many times, and when it does, it can plunge a successful company into a tailspin from which it might never recover. Case in point: the leadership crisis festering inside Toyota.

 Yesterday’s Wall Street Journal chronicled the long-standing feud between the founding Toyoda family and Toyota’s non-family leadership faction. For generations, the pendulum of Toyota’s corporate leadership has swung from one to the other. And that’s worked pretty well … until now.

Now, the warring factions have taken their long-standing feud to previously unseen heights of public, personal attacks on each other. The family faction is led by Akio Toyoda, current CEO and 53-year old grandson of the company founder. From the WSJ:

     Mr. Toyoda and his allies have been saying openly that when he took the top job last year after a 15-year hiatus for the Toyoda clan, he inherited a company weakened by non-family predecessors who sacrificed quality for faster growth and fatter margins.

The problems arose when “some people just got too big-headed and focused too excessively on profit,” Mr. Toyoda said at a Beijing news conference in March. Mr. Toyoda’s opponents – former company presidents Katsuaki Watanabe and Hiroshi Okuda – have an entirely different view (also from the WSJ):

     They say Toyota’s current troubles are less a quality crisis and more a management and public-relations crisis of Mr. Toyoda’s making, reflecting their longstanding warnings that he wasn’t ready to run a global corporation.

      “Is Akio ducking criticism of being a beneficiary of nepotism by accusing us and trying to justify his ascendancy to the top job?” one of Mr. Watanabe’s top aides said. Hiroshi Okuda … has told at least two associates since the recalls of cars involved in sudden acceleration incidents earlier this year: “Akio needs to go.”

      Asked [in 2000] about future prospects for Mr. Toyoda, then a 43-year-old general manager, Mr. Okuda said: “Nepotism just doesn’t belong in our future.” He elaborated: “Akio-class talents are rolling around all over Toyota, like so many potatoes.”

In my opinion, both parties are actually at fault for the company’s current crisis. As I said a couple of months ago in At the Heart of What’s Ailing Toyota:

Like so many big companies before, in its relentless drive to become the world’s largest auto maker, Toyota’s management took its eye off the ball. In other words, growth became its priority, while the unique aspects of its culture and operational competencies responsible for its success to this point, became secondary.

After many years of stellar leadership, last year Akio Toyoda, the grandson of the company’s founder, became CEO. And while Toyota’s issues have gestated for some time before Toyoda took the reins, his spectacular mishandling of the crisis demonstrates that he wasn’t ready for the job.

Nevertheless, instead of working together to resolve critical issues facing the company, Toyota’s leadership has devolved to juvenile finger-pointing. And, if this once-great company’s leadership doesn’t get its act together, well, as I said before, “not only will its recovery be long and painful, but it may not recover at all. It happens.”

My response below:

The Toyota mess is so familiar to anyone who has spent time working with family businesses. I grew up in one and remember the tension between my father and his two brothers and then the tugging, pulling, and positioning when outsiders joined the ranks.I became a family therapist and then morphed into an executive coach with a passion for working with family firms.

I know that finger pointing is common in all companies and is compounded when the family name is being tarnished. Here is what I do know: when stress hits the hot button there is a natural tendency to revert to patterns of behavior learned in the original organization, the family, that were there for survival and security.

There is a need to create safety by blaming and judging others as a protection mechanism. I only hope that the Toyoda clan can gain some understanding of the how and the why they did not intervene to keep the brand and their name in a positive light.

Leading by Example

Monday, April 5th, 2010
Statue of Rip van Winkle

Statue of Rip van Winkle

We are all waking up from a long, deep sleep, the sleep of denial and avoidance. The internet has opened the way for us to be connected to what is “right leadership”. We all have the opportunity and responsibility to speak out against abuses that are, sadly as old as time. Yet, now, we can voice opinions that in the past were mostly thought and rarely spoken. And, if spoken were dangerous both personally and professionally.

I encourage everyone to read this response by Sister Maureen Paul Turlish to the article in USA Today “Is Catholic Church crisis about sex abuse – or leadership?” In the late 60’s I was a young psychologist who worked at Catholic Social Service in Pittsburgh, Pa. I was the only non Catholic on the staff and it gave me a powerful opportunity to learn about the tugs and pulls of what was possible to discuss and what was off limits about Church policy.

I know how important, yet difficult it is for those who have dedicated their lives to what they believe to speak out. This is, for me true leading by example and I want to acknowledge Sister Maureen Paul Turlish for her courage to speak out publically.

In an undernourished, yet obese society, her comments give us food for thought; they are part of what I see as a new health care movement that looks toward truth rather than denial or avoidance as a major part of prevention.

 

Sister Maureen Paul Turlish response:

WHERE DOES THE BUCK STOP?

In a recent press release from the Holy See, “concerning cases of the sexual abuse of minors in ecclesiastical institutions,” Director Fr. Frederico Lombardi repeats some of the more clichéd responses and predictable excuses to the church’s ever widening problems of sexual abuse, particularly the sexual abuse of minor children.

http://www.oecumene.radiovaticana.org/EN1/Articolo.asp?c=362995

Contrary to what Lombardi says in the press release from the Vatican, the institutional Roman Catholic Church has reacted to the continuing sexual abuse debacle neither rapidly nor decisively and the Vatican continues to distance itself from what has happened in country after country, first categorizing it as an “American problem,” then as a “homosexual problem” in the United States in 2002.

The church’s response continues to be reactive rather than proactive while minimizing the systemic and endemic abuse of power and authority which enabled and exacerbated it on the one hand while covering it up whenever and wherever possible on the other.

The “wide-ranging context” that Lombardi speaks of is that in countries from the United States, Canada, Australia and Ireland to Austria, the Netherlands and Germany, church authorities have repeatedly and consistently disregarded the institution’s own moral and Canon laws as well as the existing laws of the countries’ in which these horrific crimes against humanity took place.

The church has lost its way.

If church authorities had done the morally right thing initially, one wonders how many children would have escaped being sexually abused by a particular priest?

As Patrick Wall, a former priest himself, states:

“The Roman Catholic Church has the largest body of knowledge of non-incarcerated sexual offenders in the world.”

Who, one has to ask, would have more knowledge of the internal machinations utilized to cover-up and protect sexual predators from public scrutiny than Pope Benedict in his former position as Head of the Holy Office?

While attacks on any individual is regrettable and counter productive, the fact is that Pope Benedict XVI is at the helm of the Barque of Peter. His challenge is to see that current church policy agrees with his statements in something as significant as the recent pastoral letter to Ireland.

What was done by church leadership in the United States, for example, were actions they were forced to take by the pressure of public opinion after records, files and correspondence were forced into the public venue in 2002 by Judge Constance M. Sweeney, a very brave, grounded and principled Catholic woman of Boston, Massachusetts. As the facts show, the bishops of the United States at that time were forced to make the decisions they made even while powerful bishops resisted calls to accountability and transparency every step of the way.

Moreover, while Benedict has accepted two of the proffered resignations from the Irish bishops it is well to recall that not one bishop in the United States was removed from office because of his own complicity and collusion in covering up sexual abuse. Nor has anyone been forced to resign for violating then existing canon law, criminal law or civil law.

Bishops in the United States like Bernard Cardinal Law and his auxiliaries in Boston, who were shown to have been complicit in protecting known sexual predators, should have been removed from office, their resignations tendered instead of being rewarded with a plum position in Rome in the case of Law, or their own dioceses as has been the cases with complicit Boston auxiliary bishops.

Sadly there are also examples of state authorities making deals with bishops that avoided any kind of prosecution, even though some had to admit guilt to get the deal. In a shameless act of pure hubris, the bishops specifically chose not to hold themselves to the same standards of accountability they drew up for ordinary priests.

When are people of good will going to say, enough!

When are state legislators going to change the laws so that justice can be pursued for the thousands upon thousands of victims of childhood sexual abuse who have been unable to access let alone obtain justice?

In most states and probably in most countries, existing criminal as well as civil laws give more protection to sexual predators and their enablers then they do to victims of childhood sexual abuse by anyone. The problems with statutes of limitation which have expired are probably much the same in Germany and other European countries as they have been is in so many jurisdictions in the United States.

This is deplorable and should not be the case.

The removal of all statutes of limitation in regard to the sexual abuse of children is the single, most effective way to hold predators and enabling institutions accountable before the law. More than that, window legislation allows a set time frame for previously time barred cases of sexual abuse by anyone.

It is possible to change the laws in order to give some semblance of justice to those ravaged at so tender an age. What is needed to effect that change is the will to hold all sexual predators of children accountable along with any enabling individuals or institutions.

The state of Delaware is one of a very few number of states in the United States which has removed all criminal and civil statutes of limitation in regard to the sexual abuse of children by anyone. It also legislated a two year civil window for previously time barred cases, again, by anyone. That window closed in July of 2009. Delaware also has a civil registry for those judged responsible under civil statutes.

In a civil suit, unlike a criminal suit, the burden of proof that any sexual abuse took place is on the plaintiff. The burden is not on the accused individual or institution to prove innocence, at least not in the United States.

Every victim of childhood sexual abuse should have a right to the pursuit of justice at the very least!

What people seem to forget is that children’s rights are human rights, that children’s rights are civil rights and that the hierarchy, the leadership of the Roman Catholic Church, has violated those children’s rights in the most profane of ways, not only by covering up for sexual abusers, mostly priests, but also by enabling the further abuse of untold numbers of children by these particular individuals who were known to be dangerous predators.

If Delaware can do it other states and other countries should be able to do it as well, and hold sexual predators and any enabling institutions responsible, especially when those institutions choose to ignore their own internal laws.

I was privileged to testify before the Senate and House Judiciary Committees in support of the 2007 Child Victims Law in Delaware.

No rules and no laws of any religious organization or denomination should be allowed to trump the laws of a civilized society where the protection of children is concerned.

Not only should the institutional Roman Catholic Church be held to the highest standard as a signatory to the United Nations Convention on the Rights of the Child, it should be leading by example and showing what can and should be done to protect children from sexual exploitation, from what really is another example of trafficking in individuals for purposes of sexual exploitation, nothing less.

By any objective standard the church has grossly violated the U.N. Convention on the Rights of the Child for decades.

Is it time to formalize those violations as the crimes against humanity they truly are?

Sister Maureen Paul Turlish
Victims’ Advocate
New Castle, Delaware
maureenpaulturlish@yahoo.com