I have found BCG be useful and have several suggestions for you.
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Dr. Denise Faustman
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Watch Dr. Faustman's interview about the Phase I trial
Your donation will directly support our Phase II research.
Raised to date: $18.4 million
Our total need: $25.2 million.
Raised to date: $18.4 million
Our total need: $25.2 million.
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Interested in the Phase II Trial?
The Faustman Lab at Massachusetts General Hospital
Denise Faustman, MD, PhD, is Director of the Immunobiology
Laboratory at the Massachusetts General Hospital (MGH) and an Associate
Professor of Medicine at Harvard Medical School. Her current research
focuses on discovering and developing new treatments for type 1 diabetes
and other autoimmune diseases, including Crohn's disease, lupus,
scleroderma, rheumatoid arthritis, Sjögren's syndrome, and multiple
sclerosis. She is currently leading a human clinical trial program
testing the efficacy of the BCG vaccine for reversal of long-term type 1
diabetes. Positive results from the Phase I study were reported in 2012.Dr. Faustman's type 1 diabetes research has earned her notable awards such as the Oprah Achievement Award for “Top Health Breakthrough by a Female Scientist” (2005), the "Women in Science Award" from the American Medical Women’s Association and Wyeth Pharmaceutical Company for her contributions to autoimmune disease research (2006), and the Goldman Philanthropic Partnerships/Partnership for Cures “George and Judith Goldman Angel Award” for research to find an effective treatment for type 1 diabetes (2011). Her previous research accomplishments include the first scientific description of modifying donor tissue antigens to change their foreignness. This achievement earned her the prestigious National Institutes of Health and National Library of Medicine “Changing the Face of Medicine” Award (2003) as one of 300 American physicians (one of 35 in research) honored for seminal scientific achievements in the United States.
Dr. Faustman earned her MD and PhD from Washington University School of Medicine in St. Louis, Missouri, and completed her internship, residency, and fellowships in Internal Medicine and Endocrinology at the Massachusetts General Hospital in Boston, Massachusetts.
© 2014 Massachusetts General Hospital
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Photo
"Years ago, an executive
editor of mine said, 'You should count the number of times you praise
somebody and then double that.' Even the toughest, steeliest writer or
editor often really wants to be told, 'Hey, that was a great piece.'"
Credit
Earl Wilson/The New York Times
Cindi Leive | Glamour’s Confidence Chief
There are valid confidence lessons for
women in “Lean In,” says Cindi Leive, the editor in chief of Glamour
magazine. But she cautions women not to measure themselves against a
singular model of success.
By Adam Bryant and Blaine Novak on Publish Date April 2, 2015.
Photo by Dimitrios Kambouris/Getty Images For Glamour.
This interview with Cindi Leive, editor in chief of Glamour magazine, was conducted and condensed by Adam Bryant.
Q. Were you in leadership roles as a kid?
A.
I loved reading and writing, and I had what I guess you would describe
as a “magazine brain” from Day 1. When I was 8, I decided to publish a
literary magazine, and I would solicit contributions from all the kids
on my street. They were a little less interested in the project than I
was, so I ended up having to fill most of the magazine myself.
Tell me about your parents.
I
was lucky to have two great mother figures in my life. My mom was a
biochemist — she was one of just a few women in leadership roles at the
National Institutes of Health — and really loved her work. She would
come home and be talking about lipopolysaccharides and cell membranes at
the dinner table. What I took away from that was that it’s an amazing
gift to have a job that you love.
I
also have an incredible stepmother who gave up her career to move to
the United States to marry my dad, and I saw in her a woman who was
completely happy and fulfilled in her life and not working full time
outside the home. That made me more open-minded about all the different
choices you can make in your life. So the whole “mommy wars” thing
really sets my teeth on edge.
Were there any expressions they would repeat often around the dinner table?
I remember my dad telling me, “If you’re not early, you’re late.” That definitely stuck with me.
When did you first start managing people?
I
was about 25. Nobody ever really sits you down and says, “Here’s some
Management 101 on how to do it.” It’s a skill you have to learn. Just
because you know how to be a good friend, and even a good co-worker,
doesn’t mean that you’re going to know how to be a good boss. I didn’t
ask as many questions in the beginning as I should have.
Any specific memo-to-self moments?
The
big challenge for me was learning how to be firm and clear. It’s very
reassuring for employees to understand what is expected of them.
Otherwise, how will they know that they’re doing a good job? Finding a
way to do that while also creating an office that is warm and friendly
and engaging is a balancing act that it took me a while to master.
Really
getting to know your team and being interested in their lives also
gives you good will. So when you’re in a situation where you need to
deliver a message that maybe isn’t so easy to hear, it will land on this
mattress of good karma. People want to be understood and respected as
individuals.
What about feedback you’ve received about your leadership style over the years?
Years
ago, an executive editor of mine said, “You should count the number of
times you praise somebody and then double that.” Even the toughest,
steeliest writer or editor often really wants to be told, “Hey, that was
a great piece.” Early in my career as a manager, it probably took me a
while to realize that everybody wants that. It’s just a human need.
How do you hire? What qualities do you look for?
I
want to see that they’re energetic and curious. At least half the
questions I ask are to just hear how the person talks when they respond.
Are they confident? Are they interested? Have they thought through a
few stories before the interview? Journalists have to be prepared for
the interviews they do on behalf of the magazine, so I want to see that
they’re prepared for this one.
I
always ask people why they want the job. There’s not one right answer,
but I want to see that there is a reason. Years ago, Leonard Lauder [the
former C.E.O. of the Estée Lauder Companies] told me that somebody
needs to ask for the job, to say something along the lines of: “I really
want this position. I think I could do something great with it, and I’d
be so excited to join your team. What else can I do to convince you?”
If they haven’t said that, then they haven’t gone far enough. I’m always
pleased when somebody does that.
I
also like asking, “What would you be doing if you weren’t in this
business at all?” I’m always curious about who people are outside of
work, and I think you want to hire people who have something going on in
their lives besides work. I have definitely seen that people who have
full lives are not just happier but also tend to be better at their
jobs. They don’t take everything so personally.
People
who can come up with a great idea and execute it, soup to nuts, are
really valuable. We are never at a shortage for great ideas. But then
there are people who have the project management piece of it, and that’s
not something that I think people were hired for in magazines 25 years
ago. Now it’s indispensable. The people on my team who can come up with
an idea, put together a plan and presentation for getting it done, pick
up the phone and find partners, are gold.
What career and life advice do you give to graduating college students?
I
think everybody does better if they really like some aspect of what
they’re doing, but work is work. We can’t all work in jobs where we feel
like our heart is singing every day. There’s that old expression, “If
work was that great, the rich would keep it for themselves.”
The
idea that your job is going to make your heart sing on a daily basis is
just not true. If that’s the expectation of a 25-year-old today,
they’re going to be sorely disappointed. But you can aim for a pretty
good heart-singing-to-bummed-out ratio.
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