“The Helping Hand” – A Scary Not For Profit Story


By Chris Gandy

Over at Nonprofit With Balls Vu Le has been collecting and running a number of “scary” not for profit stories to get us in a ghoulish mood for Halloween.

We have borrowed one of the yarns and given it a bit of an Australian flavour and here it is:

The CEO of a remote not for profit was driving to a large rural centre to learn about further changes to some government-funded programs his organisation was running. He just knew he was going to be told again to “do more with less”.

Halfway between two towns he hit a ‘Roo the impact of which pushed the front fender against the wheel. Try as he may he couldn’t free it. To make matters worse he had no mobile reception. He had seen a derelict farmhouse a few kilometres back and although he didn’t think anyone still lived there he decided to give it a try. He walked up to the house and to his surprise a voice from inside yelled “You need some help?” The CEO explained his predicament and the man grabbed a crow bar and a few other tools and drove him back to his car.

As they drove they struck up a conversation. The man told him his name was Jim and asked “What line of work are you in?” The CEO told him about the not for profit he worked for.

With the right implements the fender was roughly put back in place and the CEO was able to carry on.

He thanked the man profusely and the man looked at him closely and said: “Listen, since you do such good work, I want to make a donation.”

He got out his cheque book and started writing. The CEO watched in astonishment when the man wrote out $100,000.00. “Do what needs to be done with it”, said the man. The CEO gratefully took the cheque and put it into his pocket,  thanked the man again and left.

At the meeting, he was telling a group whose services happened to cover the area where the incident occurred and everyone in the group became silent.

“Jim was a generous man, always helping others out,” one of the locals whispered, “but he died in 1984.” The CEO took the cheque out from his pocket, and his face went pale. They looked and saw that it was dated October 31, 1984.

Suddenly the CEO grabbed the cheque and rushed out of the room. “Where you going?” asked the locals.  The CEO shouted over his shoulder:

“Back to that house. Jim forgot to sign the cheque.”

About Chris – Chris Gandy is the founder and a Director of Cause & Effective. We are on a mission to make sure Boards don’t endure a scary experience when a CEO departs.

Personal Development Lessons From Ice Skating


By Attila Ovari

Went ice skating as part of my daughter’s birthday and it was an awesome experience.

It had been years since I have been ice skating and it was good to get back out there. As I watched both the adults and children a few things came to mind that are just as applicable to life as they are on the ice.

The first thing  I noticed was that those in the group that let go of the wall first were the quickest to learn to skate. In fact, the two that didn’t even use the wall, were the best ice skaters in the group by the end of the two-hour session. One had not even been ice skating before. This got me thinking that in life when we remove our safety net we tend to grow the most. There is little to no growth in clinging to the safety net.

The next key thing I learnt was that falling over was an important part of learning to ice skate. Those that fell over the most improved the most. Those that didn’t fall over at all didn’t improve. Their skill level on the ice remained the same. Again this is related to life. Anytime we step out in the unknown we learn and grow; however stepping out into the unknown also leads to mistakes and errors. So we should view these errors and mistakes as a good thing  – all part of growth and development.

Another key lesson was about encouragement. Everyone in the group encouraged each other to get out on the ice and to let go of the wall. The key to getting us all out on the ice was encouragement and the encouragement came from those already on the ice. Don’t we see this so often in life?  Teams that encourage each other will achieve far more than those who don’t.

Occasionally on the ice two people collide – for any number of reasons. Though it may not be your fault, it is something you have to deal with. By observing what is happening around you, you can reduce the risk of someone hitting you. As in life, things can happen that are not planned on. To cut the likelihood we need to be situational aware and if things still happen then make sure we approach it with a good attitude.

As the session went on the ice became to cut up. This did make it more difficult to skate on, however as most people stayed around the outside, it was worst on the edges. This meant that the middle had the best ice. So to let go and skate into the middle, where you are furthest from the safety net of the wall, was the best place to skate. In life successful people know that though it may seem risky and take effort to go after your dreams, it is very rewarding.

By the end of the two hour session the best skaters in the group were doing tricks. These skaters also spend a fair amount of their time on their bottom. It seemed to go hand in hand. The better skaters fell over a lot as they pushed themselves to do better. In life this is so much the truth. Seems for one to be great at something we need to be able to risk setbacks and embarrassment.

So some life lessons I had reinforced at my daughter’s party were:

  • To grow you need to let go of the safety net
  • Errors and mistakes are a part of growth and development
  • Teams that encourage each other will do far more than those who do not
  • Stay aware of your situation and surrounds, however when things go wrong keep the good attitude
  • Take a risk and go after your dreams, it is very rewarding
  • For you to be great at something; you need to be able to risk setbacks and embarrassment.

Attila is a Cause & Effective Associate. He passionate about life and thrives on helping people become better leaders. You can contact Attila here.

Watch That Last Step, It Can Be a Doozie


By Chris Gandy

Many people aspire to climb as far as they can up the management tree and often progress quite effortlessly over time from shop floor to functional head. This relative ease can at times set us up to fail as we go for that final leap towards overall organisational leadership.

Within an organisation changes in responsibilities always require changes, sometimes subtle, in our leadership style. But it is that final step where the required adjustments are most pronounced.

Michael Watkins from the IMD Business School recently wrote about some research he has done on the challenges facing people moving into an organisation’s top role for the first time. Essentially, Michael has identified seven major shifts that leaders go through as they transition from functional leadership to company leadership. These moves being from …

  • Specialist to Generalist
  • Analyst to Integrator
  • Tactician to Strategist
  • Bricklayer to Architect
  • Problem-solver to Agenda-setter
  • Warrior to Diplomat
  • Support Cast to Lead Role.

To me there are a few take outs from this research.

Firstly, people aspiring for the “top job” need to honestly ask themselves …. “Do I really want to be a generalist, diplomat, architect etc.? Will I feel comfortable in these roles?”

Secondly, from a recruitment perspective, Boards need to search for people with a clear “enterprise leadership” profile and not take the risk that someone may over time may successfully transition from a warrior to a diplomat etc. Sure a person may have been a great functional leader but do they have, or can they quickly develop, the characteristics of a great CEO?

And finally, let’s celebrate and not undervalue the fine traits of functional leaders. After all we need far more good specialists, analysts, tacticians, bricklayers, problem solvers, warriors and support cast members than we do generalists, integrators, strategists, architects, agenda setters, diplomats and leading actors!

About Chris – Chris Gandy is the founder and a Director of Cause & Effective. They are on a mission to encourage all not for profit Boards to question whether they should adopt a Leadership Transition Program when their CEO decides to move on 

Dealing With Seemingly Intractable Situations.


By Ian Sampson

Loneliness in decision making at the top is generally recognised as a phenomenon of modern business life. But support is rarely accessed when those at the top of an organisation feel they have to deal with complex matters, just relying on their own resources.

While CEO’s, Chairs, and senior executives spend their days with people, solving, representing, promoting, managing, creating and doing all the myriad of things that make up a busy day, they sometimes are faced with issues that they cannot discuss with colleagues, professional advisors or even within their families. This is a strange and often dangerous place to be: surrounded by others but unable to draw on their guidance and support because of the highly delicate nature of the issue. Sometimes the issues concern colleagues. Sometimes they are about a deeply personal dilemma. Sometimes they are highly sensitive and strategic.

Recently I worked on just such an issue with the CEO of an ASX listed company. We met away from the office and over four hours developed a plan to take up a $200m investment in a new area of activity and to do it in a way that also provided great personal satisfaction for the CEO. The complexity came from the interweaving of two goals. The solution emerged by decoupling them, working through the best solution for each and then recombining them into a coherent plan.

Often complex issues can be unravelled like this to make them more tractable. Sometimes they are so complex that ways have to be found to just cope with the mess until a solution emerges.

These kinds of conversations can be short or long. My shortest has been 15 minutes and we came up with an outcome that initially shocked the other person but then delighted them. On other occasions the time horizon of conversations can spread over many weeks or months as their complexity unfolds.

Einstein is credited with saying that “no problem was ever solved with the same consciousness that developed it”. Working with a trusted advisor can produce new insights and understandings that build creative solutions to seemingly intractable situations.

In each of these situations the aim is to create the conditions where transformational outcomes can emerge both in relation to the issue itself and often for the other person to experience for themselves. I have also learnt that this kind of specialised work requires various skills like deep listening, coaching and the ability to give careful and considered advice.

You may be a CEO struggling in your relationship with the Chairman of the Board. Perhaps you a Board Chairman confronted with a fellow director who is acting against the agreed business strategy. Or you could be a senior executive unable to flag a financial impropriety for fear it will bring down the organisation and your own career with it.

Sure issues such as these can be deeply worrying – but you don’t have to deal with them alone!

Ian is a Cause & Effective Associate. If you would like to have an exploratory chat to start unravelling your seemingly intractable problem email him here

Surviving Office Politics


By Sara Harrup

I’ve worked in and been involved with some great organizations in my life. Places where I felt so strongly about the cause I would have sold my soul for it. Places where my salary and conditions were so good my only financial worry was when I was getting my next pedicure. If I had to pick one main issue which detracted from the fantastic positives of these organisations I would say office politics every time. When I speak to people about what they love and don’t love about their jobs they will almost universally say it’s office politics.

So what do we mean when we say office politics? We are really just talking about the human side of work. When we go to work we have to interact with people, sometimes lots of them.  We don’t get to choose who we work with, unless you are the CEO and planning on clearing the decks, which is another blog altogether. When we put a bunch of people who may have nothing in common in close proximity to one another, sometimes bad things happen. People annoy each other. They talk about each other. They compete. They have different standards of work. They have different ideas about things. They make mistakes.

I could spend a whole day talking about how politics play out. I’ve seen my share and to be brutally honest I’ve been part of it. I think you would be hard pressed to find anyone who didn’t succumb at one point or another. The lessons you learn when get involved in office politics can be brutal, so don’t get involved. That in itself can be a challenge. I’ll share with you what works for me, in the hope it might work for you too.

  • Focus on yourself.

How many times have you asked someone how their work is and they launch off into stories about other people at their work. When you spend all your time focusing on other people you cannot focus on you, your work, what you want to achieve. If you find yourself ruminating on someone at work who you don’t gel with, refocus your attention on your own goals and desires.

  • Practice tolerance and acceptance

Most of the time people are doing the best they can for where they are at. We can assume that when people behave badly or in ways that we find difficult it is because they have ill-conceived motives, but this may not be the case and often isn’t the case. Extending tolerance and acceptance to those around us can help us to feel calmer and avoid us ascribing unflattering attributes to our coworkers.

  • Assume the best, not the worst

Once you get into the thick of office politics a certain level of paranoia develops. If you walk past someone who you don’t gel with and hear them giggle you may think they are giggling about you, when they may not have given you a thought. Always assume people are acting with good intentions. You may sometimes be disappointed but a lot of the time you won’t be.

  • Don’t talk about people, talk with them

We often avoid the hard conversations. Many of us find it difficult to talk to people about issues which have affected us. It’s not something that comes naturally to us. As hard as it is, it is always better to talk to people about issues rather than talk about them.

  • Be aware of your ego

Our egos can get us into all sorts of trouble. They can be sneaky creatures and there is, in my view, often a delay between when your ego starts leading and you realize its dominating your actions and behavior.

  • Just notice, don’t judge

Sometimes people do behave badly at work. Try to just notice their behaviour without judging it (unless it breaches legislation).

  • Look for positives

If you spend your time looking for positives in your co-workers you will be much happier. A word of warning. When you first start it feels contrived and uncomfortable. It seems much easier to find the negatives. Don’t give up. Keep doing it until it comes naturally.

Sara is a Cause & Effective Associate and a highly experienced not for profit Senior Executive and Board Member.


No Need to Hit The Panic Button When a CEO Decides to Leave


By Chris Gandy

If you have been a Director of a not for profit, I am sure you can relate to this.

I received a call recently from a Board Member of a mid-sized cause-based organisation and the conversation went roughly like this:

“Heard you are back in Executive Recruitment” she said

“Well yes, kind of, but it involves…” was all I could get out before she jumped in with…

“Great our CEO has just walked and we need to replace him, like tomorrow. Can you help?”

“Hold on, hold on”, I said. “Not only can we help you recruit a replacement but show you how to transform your organisation at the same time. How does that sound?”

This stopped her in her tracks. “What do you mean?” she asked.

We arranged to meet the next day with the Chair of her Board and it appeared the high emotion was continuing. I had a copy of the CEO’s Position Description (which was over 4 years old) thrust in my hand and was asked to get the position listed on social media Job Boards by that evening. The Chair then started to describe the veil of doom they could foresee descending on the organisation if we didn’t snare a new CEO immediately.

Admittedly the organisation was in some strife and the CEO’s exit was adding to the misery. But I desperately needed a circuit breaker in this one-way conversation so started to calmly rip the PD into little pieces and threw them into a nearby bin.

When asked what in goodness name I was doing I explained that if I was to help we would need a totally new PD. I wasn’t so much interested in where the organisation had been but where it was going – because that would tell us about the person we will need to help get it there.

I had their attention and started to explain that I my view Leadership Recruitment in the not for profit sector needed to adopt a new more considered approach. The days of Board’s muddling through a recruitment process or at best using a local Recruiter to find a clone of the previous CEO needed to end – for the sake of the sector and the millions of people who rely on the services it provides.

Sure the exit of a CEO can be stressful and time consuming for a Board and an unsettling period for staff and stakeholders. But it also presents a unique opportunity for change and growth – and we need to seize the opportunity fully. And at Cause & Effective we have developed an approach called the Leadership Transition Program (LTP) to do just that.

While it can be modified to suit each organisation the basic features of the LTP are:

  • The swift appointment of an Interim CEO. Depending upon the organisation this may be an external appointee or a member of the existing leadership team who is elevated to the role. This move is important as it conveys a message of “business as normal” to staff and stakeholders and helps avoid the dreaded “limbo period” where no decisions are made.
  • Together with the Interim CEO, the Board, staff and other stakeholders we then take stock. This involves a “warts and all” review of where the organisation now stands and is heading if no significant change occurs. Immediate management needs are identified and addressed.
  • We then move into the reframing phase as the organisation is now in a place to chart a new strategic direction or reconfirm the previous goals with renewed verve. It is a great opportunity to explore identity and direction.
  • When all are in agreement on the organisation’s future path, we craft a skill profile of the person who is going to guide us along it.
  • Incremental operational changes flowing from the earlier steps begin to occur. Organisational capacity begins to turn for the better. Any legacy issues that might hinder the success of the incoming leader are identified and addressed. A thorough search and recruitment process now commences with enthusiasm based on the knowledge the organisation now has a renewed and realistic view of the future and the type of leader they will need to help them do this.
  • Only then do we start the Leadership Search phase backed by a Board that is reenergised and excited by the possibilities presented by the organisation’s new vision.
  • This new enthusiasm will have an impact on the market and it is likely to draw the attention of candidates who previously wouldn’t have given the organisation’s recruitment campaign a second look.
  • The new leader is engaged with clear performance priorities and an agreed monitoring, support and evaluation process in place.
  • The organisation is in a great position to flourish – capacity issues have been addressed, a firm direction has been determined and a new leader with the appropriate skills, energy and desire has been engaged to guide the organisation forward.

And how did the Chair react after I explained all this. Well you won’t be disappointed to learn that the response was “That’s great and I can really see the benefits but we could never afford a Program like that”

Their mood changed when I told them that we tailor the Program to ensure it costs the organisation no more than the CEO would have been renumerated had they have stayed on.

The conversation then swung to When can you start?”

If you think your organisation or one in your network could benefit from having a chat about our Leadership Transition Program please give me a call here

Also, if you are a former or current not for profit CEO and interested in helping us deliver the LTP in your area drop me a line as well.

About Chris – Chris Gandy is the founder and a Director of Cause & Effective. They are on a mission to get all not for profit Boards to question whether they should adopt a Leadership Transition Program when their CEO decides to move on 

Ask For Advice Before Asking For Help


By Patrick McFadden

Anyone that’s heard me speak or read my ebooks knows that I believe marketing strategy is far more important to organisations than marketing tactics.

I also believe that asking for advice before asking for help is far more important for any business especially small to midsize businesses.

You thought you knew what your business needed. You may have hired a specialist company to create it for you. Then once it was complete and operating you discovered it wasn’t what you really needed. Then what you really discovered is you’re not as clear about your needs as you thought.

Where Did You Go Wrong?

Many leaders discover it’s not always best to hire a specialist who gives you what you asked for. It’s often more helpful to start by hiring people who will ask you good questions, to help you determine what you really need.

We Don’t Know What We Don’t Know.

The solution is simple. Ask for advice before asking for help. Hire a strategist or an advisor before you hire a specialist. A strategist will challenge your assumptions and create clarity on needs and priorities before everyone leaps into action. I’m not saying there’s no room for specialists. I’m just tired of tactics first and strategy to the rescue.

A Specialist’s Job Is To Skillfully Do What You Ask

Specialists often assume you know what you need. It’s not their job to second guess you, even though you may be:

  • making decisions based on assumptions
  • unclear on requirements and options
  • unsure about the order of operations
  • unfamiliar with how to direct your specialists
  • unable to evaluate their work, or
  • unaware of the long-term costs and implications of your project

A Strategist’s Job, By Contrast, Is To Ask Why

Job one for a strategist is to understand your situation, constraints, needs and success criteria. They challenge assumptions, clarify requirements, help decide the order of operations, direct specialists, evaluate success and work within the context of long-term costs and plans.

It’s obvious why we hire specialists to complete tasks and projects. There is immediate gratification and the perception of progress. Strategists are likely to challenge assumptions and send us back to a point we thought we were past, potentially delaying our progress.  Strategists can be frustrating to deal with as they tend to make us think before we act and make choices based on information and facts over emotion and desire. They can be annoyingly dispassionate, logical and methodical. Which is exactly why you should consider hiring them and how they create value.

Measure Twice And Cut Once

Think about it. “if you hardly have the means to invest in a solution once, where will you find the resources to do it again?”

I’ve come to see strategists as insurance against impulsiveness and inexperience. I also find their fees typically add between 10 and 20% to my project costs, in exchange for saving me the lost time and expense of starting over. The more often I repeat the mistake of leaping into action, the more often I seek consulting before I invest in new initiatives. I hope you will do the same and take advantage of a group like Cause & Effective

We take the time to understand your strategy THEN introduce you to the right  specialist who can help you implement it.

About Patrick:  Patrick McFadden is a Cause & Effective Associate and the owner and marketing consultant at Indispensable Marketing, a strategic marketing firm in Virginia, USA. He helps organisations create marketing plans and growth processes that maximise social impact.

Making Exceptional Chairs Common


By Chris Gandy

Most of us will have stories to tell about how people find themselves being appointed Chairs of not for profit organisations:

“Guess what happened, I couldn’t make the AGM and ended up getting elected as the Chair” or “When they called for nominations everyone took a step back and I was too slow”.

Amusing stuff, if only it wasn’t true.

The rather limited body of research into the effectiveness of Board Chairs seems to suggest that these sorts of selection practices in the sector has led to a position where an exceptional Chair is an exception.

Clearly for our sector to be highly effective we can’t continue to tolerate this situation and we need to urgently develop or search for people with the right characteristics to lead our cause-based organisations through increasingly difficult times.

OK, so our Causes need and deserve to led by exceptional people, but what do they look like? What characteristics do they have that make them so exceptional?

To me we should be looking to the Corporate sector for guidance here. Fundamentally the governance requirements in both sectors are the same so an outstanding Chair of an ASX Company should also be an outstanding Chair of a not for profit.

Fortunately, also, there is a relative mountain of good research data in the corporate sector to give us a hand in this regard. One recent paper that caught my eye that I would like to share with you is by Alvarez & Marsal.

They identified 8 characteristics that caused exceptional chairs to standout from their peers. These were:

  1. Understanding the Business – Exceptional Chairs make it their job to develop a profound understanding of their organisation’s

    market, operations, values and stakeholder expectations. They know the needs and issues of the business. This depth of understanding also helps them quickly identify threats and, importantly, opportunities as they arise.

  2.  Future Focused - Exceptional Chairs are proactive and forward- thinking. They develop a clear template for the future which gives the board a sound framework for discussions and decision making.

  3. Build & Get the Best From the Board – Exceptional Chairs know and understand that they can do little without an effective board. They know how to attract and retain the best people for their board. Beyond this, they know how to mould them into a team and to get the maximum value from each member.

  4. Relationship with the CEO -The relationship between the Chair and CEO is pivotal to a successful board. Although the Chair is very much in command, they are not a dominating force but create an environment where open debate thrives. Once satisfied that the right CEO is in place, an exceptional Chair openly backs them.

  5. Providing Air Cover – (Love this one!)  Though they trust the CEO’s abilities and rely on the CEO to carry out the strategy for change, an exceptional Chair also recognises the need to provide support. They know when to enter the fray and when to pull back a provide backroom help. Always hovering to assist when appropriate.

  6. Taking Tough Decisions – An exceptional Chair can cut through complex issues and reach clear and correct decisions. They are quite prepared to place their own reputation on the line by making the big calls that are in the best interests of the organisation’s Cause.

  7. Setting the Cultural Tone – The Chair is responsible for developing and embedding values as well as encouraging performance. They bring vigour and energy to the board. They create a ‘can-do’ mentality among their fellow Board Members, the Senior Leadership Team and right through the organisation.

  8. Communicating With Stakeholders – An exceptional Chair understands that effectively communicating the mission and strategy gives stakeholders confidence in the organisations future direction. This is critical for ongoing support. They don’t, however,  allow themselves to become the centre of attention. They never undermine their CEO, nor lose sight of the organisation’s mission.

    You may have other characteristics of an Exceptional Chair that you wish to add to the mix. But I am sure you would agree that if as a sector we collectively made an effort to support our Board Members to develop and hone these characteristics, exceptional Chairs will become commonplace.

    Chris is the founder and a Director of Cause and Effective. If you are not there yet we can help you along the path to becoming an exceptional Chair of a cause-based organisation.


The Great Candour Robbery


By Joe Moore

Where has all the candour gone?

Most of us like being surrounded by people who agree with us and tell us how bright we are and how easy we are to get along with. It’s easy to get confused when this happens.

Are people agreeing with your strategy because they think it is a valuable strategy – or because you’re the boss? You may find yourself isolated from useful information as those around you neglect to let you know what their experience and research tells, and what they feel.

We may pay twice when we are robbed of candour.

The price we pay when those around us filter their important conversations with us – choosing harmony over speaking out. Important issues go unresolved.

We pay again because those same employees are likely to not hold each other accountable for each other’s behaviour and performance.

But the person who is willing to look us in the eye as the supervisor or manager and say “No” to a poor business idea or to poor behaviour is worth a thousand who say “Yes” or nothing. Who at work is regularly exposed to your day-to-day behaviour and lets you know about things you really don’t want to hear – and need to hear?

What – no-one? Perhaps as the decision-maker you are being robbed of the candid information you need to have in order to make different decisions about your behaviour and performance.

Two suggestions for increasing open and honest conversations about ideas, behaviour and performance in your work place.

Re-read the story about the Princess and the Pea, to check if your response to constructive criticism is too thin-skinned…and actively discourages any response other than flattery.

Secondly, set the expectation, and go looking for evidence that people meet your expectation, about giving and taking feedback with you and with each other on ideas, behaviour and performance. Ask your direct reports for their explicit suggestions on how you could go about things differently.

When you allow your team to rob you and each other of candour, you also allow yourself to be robbed of trust and accountability.

You don’t expect people to be disagreeable – expect them to disagree.

Joe is the founder and principal of Kimber Moore & Associates. He and his team are highly skilled in helping leaders and staff deal with uncertainty, change, complexity and conflicts. You can contact him here

Confidence, Power and Possibility in Leading.


By Ian Sampson

If you are a TED fan it is quite likely you are one of the 6.5 million people who has seen Ben Zender give his talk on Music and Passion (Zender is, amongst other things, the Conductor of the Boston Philharmonic Orchestra).

The talk is a wonderfully inspiring piece about classical music. It also has some real gems about the work of a true leader.

Three statements in the talk jumped out at me:

  1. Good leaders have no doubt about the capacity of the people they are leading to realise whatever they are dreaming. That’s confidence in leading.
  2. Conductors are leaders. They lead the musicians through the making of the sounds of the music and conveying this to the listener. But a conductor doesn’t make a sound. They rely on personal power to make others powerful. That’s power in leading
  3. Zander said at one point: ”My job is to make possibility in other people. If their eyes are shining you know they see possibility. If their eyes are not shining my job is to ask:  ‘Who am I being, that their eyes aren’t shining?’”  That’s possibility in leading.

If you have a desire to deepen your confidence, power and possibility as a leader talk with us at Cause and Effective. We want to help you be a great leader.

Ian is a Cause & Effective Associate. He helps Board Members and Executives be more effective leaders. Contact him here

Effectively assisting people doing good to do it even better


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