Leaders Aren't Just Born
The mammography debate had been raging for several years. Advocates, politicians, the general public, and the cancer research community were all looking for definitive answers. At the heart of the issue was whether it was beneficial for women in their 40s to have mammograms. On one side was the National Cancer Institute (NCI), which in 1993 withdrew its recommendation for women to have mammograms beginning at age 40 because of a lack of clear scientific evidence that it would actually reduce death rates. On the other side were those who cited preliminary data from a 1996 Swedish study that showed that women beginning regular mammograms in their 40s had a 23 percent decrease in breast cancer deaths. Some felt that mammograms had too many limitations and did little to improve a woman’s risk of dying from breast cancer, while others felt that mammograms saved lives by finding cancers early enough to control them. And everyone was looking to the government for answers.
In an effort to quell the debate, in March 1996 the NCI hosted a mammography consensus conference where some of the greatest scientific minds from around the world came together to discuss the critical science that would inform the guidelines that would be provided to women. “It was literally my first few weeks as an intern in the Office of Communications at the National Cancer Institute,” said Anne Lubenow, currently the Special Assistant to the NCI Director. “I played a major role in planning for what the organization would do after the meeting. There was a great deal of uncertainty as to what was going to come of this and how we were going to respond. After seeing all the news coverage and hearing from women who wanted more information, I realized that I could actually be involved in really important work that can make a difference in the lives of the public.”
“I am not competing for a raise in my job or competing with others…I am
competing with myself to do my best in helping my organization achieve its
mission.”
--Anne
Lubenow
That experience, which exemplified the critical role of government, produced a passion for government service which has lasted to the present day. “Over the course of my years at NCI, there have been times of uncertainty and turmoil, but I have been fortunate enough during those times to have been able to take the leap,” said Lubenow. “My experiences have been that no matter how scary the options may seem, they couldn’t be worse than doing nothing.” Her experiences over the years have included: serving as Special Assistant to the Director of the NCI; coordinating the development of a communications plan for the cancer research community in response to the events of Hurricane Katrina; overseeing a communications program to inform the public and health professionals about the exposure of the American public to radiation during the Nevada bomb tests in the 1950s and 1960s; and leading national communications campaigns concerning breast and cervical cancer.
“Throughout the years, regardless of my role in projects, I have come to realize that an essential component in my leadership journey has been my commitment to the core values of my organization,” said Lubenow. “Making sure that you and your organization are in alignment will ultimately help both succeed.”
Without initially knowing where her journey would take her, Lubenow stumbled upon her career in the government. After learning that her husband was going to be stationed in the Bethesda, Maryland, area she needed to find a job that would fulfill the requirements for her Masters of Public Health. “I didn’t come here because of a strong desire to work with cancer and I certainly wasn’t looking for a government job,” said Lubenow. “Circumstances led to my arrival as a health communications intern, and the opportunities to lead from within have made me stay.”
Working with the NCI’s Office of Communications Health Promotions Branch as an intern, she saw that people were receptive to her feedback and, in her eyes, she had nothing to lose. The environment was supportive of leading from within and thanks to a boss who provided her the safety net she needed, she was able to do what she was trained to do. “I learned a huge lesson from an incredible boss—that people who work for you can do amazing things if you let them,” said Lubenow. “That lesson on effectively leading people has stayed with me through the years and I have had some great successes with my own staff by doing just that.”
According to Lubenow, while it is critical for leaders to build the support of their staff and guide them towards achieving a shared vision or mission, anyone at any level of an organization should feel empowered to lead. “If you are willing to take the chance, you have the opportunity you write your own story,” said Lubenow. “This can be far easier to do at a mid-level management level because you have a defined environment and you can decide where to put a stake in the ground.” According to Lubenow, it can often be more difficult at a lower level of an organization because you often don’t have resources and sometimes even more difficult at higher levels because of a desire to not “rock the boat.” “It’s really about taking advantage of opportunities that come your way,” said Lubenow. “People should look beyond their grade level and realize that they can always have a role in improving their environment—no matter where they sit in an organization.”
The all too true realities of public vs. private leadership can often drive people to the private sector or in some cases cause them to become even more dedicated to the mission of their government organization. Many government leaders often feel torn and Lubenow, herself saw the value in finding time to reflect on her own leadership values through the Council for Excellence in Government Fellowship in 2005. “I had honestly become disenchanted with my organization and was having difficulty seeing the value in government,” said Lubenow. During a group discussion, one of the other Fellows said, “If not us, then who?” and according to Lubenow, that is when she decided that she “didn’t want to leave our government to be led by people who don’t have options.” This struck at her core and that discussion renewed her commitment to civil service. Although she went to another part of the organization, she remained in government service at NCI. “The journey is clear for me,” said Lubenow. “I am not competing for a raise in my job or competing with others…I am competing with myself to do my best in helping my organization achieve its mission.”
Although Lubenow finds much more satisfaction in her current job and is looking forward to many more years of continued service she mentions the difficulty in striking a balance between work and her family. As a mother of two young children, she often has to make difficult decisions around priorities. “If you do jump, you can overextend yourself because work doesn’t stop,” said Lubenow. “I am still struggling with that.”
As NCI continues to do critical research, communicate the research, and build the linkages necessary to meet the organization’s mission, leaders such as Lubenow must also continue finding new ways to motivate others. “As you move higher in an organization you have less involvement in the actual work so it can be a struggle to keep connected while leading people,” said Lubenow. “My job now is really about building and leveraging partnerships to connect people and build teams—and I am finding that quite rewarding.”
©2008 GovLeaders.org