High employee motivation and satisfaction are key ingredients for a successful dermatologic practice. These traits translate into better productivity and, in the clinical environment, higher patient satisfaction. While we all want our employees to be motivated, the task can be easier said than done. To assist with the job, we outline keys to forming an effective incentives and rewards program. These rules will help dermatology supervisors in optimizing their work force.
The Rules
Rule #1: Know what doesn’t work. Many very common practices are ironically a poor use of time and money. Included in this list are the following: • Fixed time frame rewards (monthly or year-end bonuses) • Monetary rewards for routine performance • Contests • Raises for the entire office • Spontaneous rewards The commonality among these practices is they do not highlight or reward individual employees for their good performance, but rather are vague in what action they are praising. The reward is delayed, delivered infrequently, and is not individualized. These practices diffuse the type of positive reinforcement intended and do not guide behavior as an employer would like. Avoid them! Rule #2: Realize rewards don’t have to be monetary. Money is an important reason people work, but there are others as well. We also work for esteem, the creative challenge, professional growth and socialization. In a 2005 Time magazine poll, poll-takers ranked ‘money’ as the 14th most important factor in bringing happiness.1 Once basic financial needs are met, additional income only marginally improves happiness, according to Dr. Edward Diener, University of Illinois professor and happiness researcher.2 By knowing this, money can be more judiciously spent in your dermatology practice. Spend money when needed, but also use non-financial incentives. The critical time to show employees the money is at the beginning. It is important to provide competitive compensation and benefits in recruiting employees. Stinginess upfront will limit your talent pool of applicants, prohibit attractive employees from signing on, and your team may suffer as a result. While money may not be a strong motivator, it is a strong ‘de-motivator’. Recognize the employees’ market and advertise a competitive base salary. After hire, however, dependence on financial compensation as the sole reward for work will not sustain employee satisfaction. Companies that operate on this model — fixating on bonuses and raises — struggle to attain intrinsic motivation and collegiality. Employees may initially feel these rewards are directly linked to their performance, but eventually they will feel entitled to the compensation. Keep in mind too that the impacts of financial rewards are relatively short-lived. Motivating through money will constantly require additional payouts. It is logical to use money occasionally as an incentive, but not consistently as the main incentive. Supplementing with non-monetary rewards is critical. These are readily available, do not require a budget, and people never tire of them. The classic example is simply saying “thank you,” in a genuine and meaningful way. Praise in front of others and do so immediately or soon after the good deed. Share exactly why you are thanking them so the link is clearly made. These non-monetary benefits carry a large amount of non-quantifiable weight in real practice. Rule #3: Positive reinforcement works best. Wal-Mart founder Sam Walton says, “Outstanding leaders go out of their way to boost the self-esteem of their personnel. If people believe in themselves it’s amazing what they can accomplish.” Mr. Walton clearly has a passionate belief in positive reinforcement, a belief shared by many CEOs and international leaders. Developing appropriate positive reinforcement strategies will augment a practice’s productivity and morale. Positive reinforcement is any consequence that follows a behavior and increases its frequency in the future. Effective positive reinforcement should occur every time a behavior produces a favorable change in the environment by the performer. As an employer, take time to identify behaviors worthy of positive reinforcement and make a plan to reinforce these behaviors. Similarly, identify negative behaviors and create consequences for them. A difference to remember is that positive reinforcement will maximize performance, while negative reinforcement — or consequences — will make people perform at the level to ‘just get by.’ Thus, focusing on positive reinforcement has better implications for your practice. A successful example of concomitant positive and negative reinforcement is combining vacation and sick days into single “paid days off” category. This is a strategy many corporations have adapted. Some employees abuse sick leave by taking sick leave days for vacation time. On the other hand, some employees appropriately do not take sick leave and accumulate these days. Creating a category of “paid days off,” or days that can be used for both purposes, rewards those who are not abusing sick leave and imposes negative consequences on those who abused privileges. For example, if you have 14 days of vacation and 7 of sick leave, you can create a program of 18 paid days off. This rewards the righteous by giving them more time off, and takes away time off from those abusing the system. Similar creative reinforcement schemes can be created for your practice. It is important to note people prefer to be driven by small immediate rewards rather than larger delayed ones. This point has been validated by researchers.3 Thus, when developing positive reinforcement programs, remember that consistent, frequent rewards will be better received by your employees than one large reward after a long wait. Rule #4: Figure out what works for your staff. To positively reinforce your employees, you must identify they want as rewards. There are three ways of approaching this. First, you can directly ask employees to specify positive reinforcements they believe would be effective at your workplace. Problems with this may stem from a power differential; employees may tell you what they think you want to hear. Or, they may just not know. You also do not want to set false expectations, as can come of a discussion of rewards. Secondly, you can go ahead and try to implement a program that makes sense to you. Consider the ‘golden rule’ of ethical reciprocity, and pick something that may motivate you to try with your staff. After a large paper deadline, for example, you could provide lunch to the support staff. Trying something, even if it does not work, will be appreciated. Finally, identify what makes employees work best through observation. Listen to conversations and pay attention to what brings happiness from the workplace or outside life. Not only can you find reinforcement, but the act of staying in tune builds rapport. All three of these options are excellent means of finding options for positive reinforcement. Rule #5: Create an atmosphere that fosters intrinsic rewards. Mother Theresa received minimal financial compensation for her charity work, but her drive for volunteerism remained steadfast because of the intrinsic satisfaction she gained. This is the reward a person derives from carrying out a satisfactory task itself. Without extrinsic rewards (ie, money), you couldn’t afford to stay at a job, but without intrinsic awards you would hate your job! In dermatology sources of intrinsic motivation are ubiquitous but need to be fostered. Altruism from patient care is the most obvious intrinsic reward, but it can be forgotten in the busy nature of common practice. It should be shared and reinforced among all personnel, and especially those who do not directly care for patients. A fun work environment also fosters intrinsic drives. Sharing a youthful attitude, adapting new methods of doing work, or purchasing ‘state of the art’ technology for your staff, can develop this. Efforts designed to foster intrinsic motivation are cost effective and generally personally fulfilling. Take pride in these. Rule #6: Reinforce behavior. Celebrate results. On a daily basis, a grant writer may pour efforts into an application. These are his efforts, and they deserve daily reinforcement. When the grant is finally awarded, however, he has brought you results. Results require celebration. A celebration is an opportunity to share what someone did to meet or exceed goals. This should augment the more common daily reinforcement at work. It is an opportunity for you to allow a successful team member to re-live and share their accomplishments, and should be done tactfully. For example, you might host a dinner with employees and spouses where you present a gift of appreciation. Remember, this is a forum for you to listen to the recipient’s story of success. This anchors the memory for the employee and others present. If there is a tangible award, you would present this at the end after the story has been shared. While the gift need not be expensive, the manner of presentation should be warm and appropriate. A strong line to use when presenting an award is, “To help you remember what you have accomplished, I have something for you….” If all is done correctly, celebration builds much motivation for additional efforts and accomplishments to come. Rule #7: You don’t have to incentivize everyone. Creating incentives for a small number of people can often change an entire group’s performance. This may seem counterintuitive, as it goes against the conventional wisdom that you reward the whole team, but it works. Consider a clinician who is in demand by patients, but having trouble filling his schedule because the support staff does not want to see more patients. A solution may be to incentivize the nurse and histotechnician with a reward received after a certain number of cases are completed in the month. In this scenario, the physician, nurse and histotechnician all win financially. The gift also makes an often underappreciated group of workers the ‘most valuable players’.
Final Suggestions
As a leader in your dermatology group, it’s your powerful responsibility to decide how to best incentivize your workforce. The challenge is daunting but exciting. It allows for you to share your vision, motivate your employers, and realize a bright future for the practice. Successful incentives can be created quickly, but need continuous maintenance for longterm results. Remember, these can be both financial and non-financial, and should aim to build intrinsic motivation. Using creativity and gathering employee input will help develop winning rewards. A thoughtfully crafted incentive system will prove invaluable to the success of your dermatology practice. Dr. Dabade is with the Center for Dermatology Research, Department of Dermatology, Wake Forest University School of Medicine, Winston-Salem, NC. Dr. Dinehart is with the Arkansas Skin Cancer Center, Little Rock, AR. Dr. Feldman is with the Department of Dermatology, Pathology and Public Health Sciences, Wake Forest University School of Medicine, Winston-Salem, NC. Disclosure: The Center for Dermatology Research is supported by an unrestricted educational grant from Galderma Laboratories, L.P.
High employee motivation and satisfaction are key ingredients for a successful dermatologic practice. These traits translate into better productivity and, in the clinical environment, higher patient satisfaction. While we all want our employees to be motivated, the task can be easier said than done. To assist with the job, we outline keys to forming an effective incentives and rewards program. These rules will help dermatology supervisors in optimizing their work force.
The Rules
Rule #1: Know what doesn’t work. Many very common practices are ironically a poor use of time and money. Included in this list are the following: • Fixed time frame rewards (monthly or year-end bonuses) • Monetary rewards for routine performance • Contests • Raises for the entire office • Spontaneous rewards The commonality among these practices is they do not highlight or reward individual employees for their good performance, but rather are vague in what action they are praising. The reward is delayed, delivered infrequently, and is not individualized. These practices diffuse the type of positive reinforcement intended and do not guide behavior as an employer would like. Avoid them! Rule #2: Realize rewards don’t have to be monetary. Money is an important reason people work, but there are others as well. We also work for esteem, the creative challenge, professional growth and socialization. In a 2005 Time magazine poll, poll-takers ranked ‘money’ as the 14th most important factor in bringing happiness.1 Once basic financial needs are met, additional income only marginally improves happiness, according to Dr. Edward Diener, University of Illinois professor and happiness researcher.2 By knowing this, money can be more judiciously spent in your dermatology practice. Spend money when needed, but also use non-financial incentives. The critical time to show employees the money is at the beginning. It is important to provide competitive compensation and benefits in recruiting employees. Stinginess upfront will limit your talent pool of applicants, prohibit attractive employees from signing on, and your team may suffer as a result. While money may not be a strong motivator, it is a strong ‘de-motivator’. Recognize the employees’ market and advertise a competitive base salary. After hire, however, dependence on financial compensation as the sole reward for work will not sustain employee satisfaction. Companies that operate on this model — fixating on bonuses and raises — struggle to attain intrinsic motivation and collegiality. Employees may initially feel these rewards are directly linked to their performance, but eventually they will feel entitled to the compensation. Keep in mind too that the impacts of financial rewards are relatively short-lived. Motivating through money will constantly require additional payouts. It is logical to use money occasionally as an incentive, but not consistently as the main incentive. Supplementing with non-monetary rewards is critical. These are readily available, do not require a budget, and people never tire of them. The classic example is simply saying “thank you,” in a genuine and meaningful way. Praise in front of others and do so immediately or soon after the good deed. Share exactly why you are thanking them so the link is clearly made. These non-monetary benefits carry a large amount of non-quantifiable weight in real practice. Rule #3: Positive reinforcement works best. Wal-Mart founder Sam Walton says, “Outstanding leaders go out of their way to boost the self-esteem of their personnel. If people believe in themselves it’s amazing what they can accomplish.” Mr. Walton clearly has a passionate belief in positive reinforcement, a belief shared by many CEOs and international leaders. Developing appropriate positive reinforcement strategies will augment a practice’s productivity and morale. Positive reinforcement is any consequence that follows a behavior and increases its frequency in the future. Effective positive reinforcement should occur every time a behavior produces a favorable change in the environment by the performer. As an employer, take time to identify behaviors worthy of positive reinforcement and make a plan to reinforce these behaviors. Similarly, identify negative behaviors and create consequences for them. A difference to remember is that positive reinforcement will maximize performance, while negative reinforcement — or consequences — will make people perform at the level to ‘just get by.’ Thus, focusing on positive reinforcement has better implications for your practice. A successful example of concomitant positive and negative reinforcement is combining vacation and sick days into single “paid days off” category. This is a strategy many corporations have adapted. Some employees abuse sick leave by taking sick leave days for vacation time. On the other hand, some employees appropriately do not take sick leave and accumulate these days. Creating a category of “paid days off,” or days that can be used for both purposes, rewards those who are not abusing sick leave and imposes negative consequences on those who abused privileges. For example, if you have 14 days of vacation and 7 of sick leave, you can create a program of 18 paid days off. This rewards the righteous by giving them more time off, and takes away time off from those abusing the system. Similar creative reinforcement schemes can be created for your practice. It is important to note people prefer to be driven by small immediate rewards rather than larger delayed ones. This point has been validated by researchers.3 Thus, when developing positive reinforcement programs, remember that consistent, frequent rewards will be better received by your employees than one large reward after a long wait. Rule #4: Figure out what works for your staff. To positively reinforce your employees, you must identify they want as rewards. There are three ways of approaching this. First, you can directly ask employees to specify positive reinforcements they believe would be effective at your workplace. Problems with this may stem from a power differential; employees may tell you what they think you want to hear. Or, they may just not know. You also do not want to set false expectations, as can come of a discussion of rewards. Secondly, you can go ahead and try to implement a program that makes sense to you. Consider the ‘golden rule’ of ethical reciprocity, and pick something that may motivate you to try with your staff. After a large paper deadline, for example, you could provide lunch to the support staff. Trying something, even if it does not work, will be appreciated. Finally, identify what makes employees work best through observation. Listen to conversations and pay attention to what brings happiness from the workplace or outside life. Not only can you find reinforcement, but the act of staying in tune builds rapport. All three of these options are excellent means of finding options for positive reinforcement. Rule #5: Create an atmosphere that fosters intrinsic rewards. Mother Theresa received minimal financial compensation for her charity work, but her drive for volunteerism remained steadfast because of the intrinsic satisfaction she gained. This is the reward a person derives from carrying out a satisfactory task itself. Without extrinsic rewards (ie, money), you couldn’t afford to stay at a job, but without intrinsic awards you would hate your job! In dermatology sources of intrinsic motivation are ubiquitous but need to be fostered. Altruism from patient care is the most obvious intrinsic reward, but it can be forgotten in the busy nature of common practice. It should be shared and reinforced among all personnel, and especially those who do not directly care for patients. A fun work environment also fosters intrinsic drives. Sharing a youthful attitude, adapting new methods of doing work, or purchasing ‘state of the art’ technology for your staff, can develop this. Efforts designed to foster intrinsic motivation are cost effective and generally personally fulfilling. Take pride in these. Rule #6: Reinforce behavior. Celebrate results. On a daily basis, a grant writer may pour efforts into an application. These are his efforts, and they deserve daily reinforcement. When the grant is finally awarded, however, he has brought you results. Results require celebration. A celebration is an opportunity to share what someone did to meet or exceed goals. This should augment the more common daily reinforcement at work. It is an opportunity for you to allow a successful team member to re-live and share their accomplishments, and should be done tactfully. For example, you might host a dinner with employees and spouses where you present a gift of appreciation. Remember, this is a forum for you to listen to the recipient’s story of success. This anchors the memory for the employee and others present. If there is a tangible award, you would present this at the end after the story has been shared. While the gift need not be expensive, the manner of presentation should be warm and appropriate. A strong line to use when presenting an award is, “To help you remember what you have accomplished, I have something for you….” If all is done correctly, celebration builds much motivation for additional efforts and accomplishments to come. Rule #7: You don’t have to incentivize everyone. Creating incentives for a small number of people can often change an entire group’s performance. This may seem counterintuitive, as it goes against the conventional wisdom that you reward the whole team, but it works. Consider a clinician who is in demand by patients, but having trouble filling his schedule because the support staff does not want to see more patients. A solution may be to incentivize the nurse and histotechnician with a reward received after a certain number of cases are completed in the month. In this scenario, the physician, nurse and histotechnician all win financially. The gift also makes an often underappreciated group of workers the ‘most valuable players’.
Final Suggestions
As a leader in your dermatology group, it’s your powerful responsibility to decide how to best incentivize your workforce. The challenge is daunting but exciting. It allows for you to share your vision, motivate your employers, and realize a bright future for the practice. Successful incentives can be created quickly, but need continuous maintenance for longterm results. Remember, these can be both financial and non-financial, and should aim to build intrinsic motivation. Using creativity and gathering employee input will help develop winning rewards. A thoughtfully crafted incentive system will prove invaluable to the success of your dermatology practice. Dr. Dabade is with the Center for Dermatology Research, Department of Dermatology, Wake Forest University School of Medicine, Winston-Salem, NC. Dr. Dinehart is with the Arkansas Skin Cancer Center, Little Rock, AR. Dr. Feldman is with the Department of Dermatology, Pathology and Public Health Sciences, Wake Forest University School of Medicine, Winston-Salem, NC. Disclosure: The Center for Dermatology Research is supported by an unrestricted educational grant from Galderma Laboratories, L.P.
High employee motivation and satisfaction are key ingredients for a successful dermatologic practice. These traits translate into better productivity and, in the clinical environment, higher patient satisfaction. While we all want our employees to be motivated, the task can be easier said than done. To assist with the job, we outline keys to forming an effective incentives and rewards program. These rules will help dermatology supervisors in optimizing their work force.
The Rules
Rule #1: Know what doesn’t work. Many very common practices are ironically a poor use of time and money. Included in this list are the following: • Fixed time frame rewards (monthly or year-end bonuses) • Monetary rewards for routine performance • Contests • Raises for the entire office • Spontaneous rewards The commonality among these practices is they do not highlight or reward individual employees for their good performance, but rather are vague in what action they are praising. The reward is delayed, delivered infrequently, and is not individualized. These practices diffuse the type of positive reinforcement intended and do not guide behavior as an employer would like. Avoid them! Rule #2: Realize rewards don’t have to be monetary. Money is an important reason people work, but there are others as well. We also work for esteem, the creative challenge, professional growth and socialization. In a 2005 Time magazine poll, poll-takers ranked ‘money’ as the 14th most important factor in bringing happiness.1 Once basic financial needs are met, additional income only marginally improves happiness, according to Dr. Edward Diener, University of Illinois professor and happiness researcher.2 By knowing this, money can be more judiciously spent in your dermatology practice. Spend money when needed, but also use non-financial incentives. The critical time to show employees the money is at the beginning. It is important to provide competitive compensation and benefits in recruiting employees. Stinginess upfront will limit your talent pool of applicants, prohibit attractive employees from signing on, and your team may suffer as a result. While money may not be a strong motivator, it is a strong ‘de-motivator’. Recognize the employees’ market and advertise a competitive base salary. After hire, however, dependence on financial compensation as the sole reward for work will not sustain employee satisfaction. Companies that operate on this model — fixating on bonuses and raises — struggle to attain intrinsic motivation and collegiality. Employees may initially feel these rewards are directly linked to their performance, but eventually they will feel entitled to the compensation. Keep in mind too that the impacts of financial rewards are relatively short-lived. Motivating through money will constantly require additional payouts. It is logical to use money occasionally as an incentive, but not consistently as the main incentive. Supplementing with non-monetary rewards is critical. These are readily available, do not require a budget, and people never tire of them. The classic example is simply saying “thank you,” in a genuine and meaningful way. Praise in front of others and do so immediately or soon after the good deed. Share exactly why you are thanking them so the link is clearly made. These non-monetary benefits carry a large amount of non-quantifiable weight in real practice. Rule #3: Positive reinforcement works best. Wal-Mart founder Sam Walton says, “Outstanding leaders go out of their way to boost the self-esteem of their personnel. If people believe in themselves it’s amazing what they can accomplish.” Mr. Walton clearly has a passionate belief in positive reinforcement, a belief shared by many CEOs and international leaders. Developing appropriate positive reinforcement strategies will augment a practice’s productivity and morale. Positive reinforcement is any consequence that follows a behavior and increases its frequency in the future. Effective positive reinforcement should occur every time a behavior produces a favorable change in the environment by the performer. As an employer, take time to identify behaviors worthy of positive reinforcement and make a plan to reinforce these behaviors. Similarly, identify negative behaviors and create consequences for them. A difference to remember is that positive reinforcement will maximize performance, while negative reinforcement — or consequences — will make people perform at the level to ‘just get by.’ Thus, focusing on positive reinforcement has better implications for your practice. A successful example of concomitant positive and negative reinforcement is combining vacation and sick days into single “paid days off” category. This is a strategy many corporations have adapted. Some employees abuse sick leave by taking sick leave days for vacation time. On the other hand, some employees appropriately do not take sick leave and accumulate these days. Creating a category of “paid days off,” or days that can be used for both purposes, rewards those who are not abusing sick leave and imposes negative consequences on those who abused privileges. For example, if you have 14 days of vacation and 7 of sick leave, you can create a program of 18 paid days off. This rewards the righteous by giving them more time off, and takes away time off from those abusing the system. Similar creative reinforcement schemes can be created for your practice. It is important to note people prefer to be driven by small immediate rewards rather than larger delayed ones. This point has been validated by researchers.3 Thus, when developing positive reinforcement programs, remember that consistent, frequent rewards will be better received by your employees than one large reward after a long wait. Rule #4: Figure out what works for your staff. To positively reinforce your employees, you must identify they want as rewards. There are three ways of approaching this. First, you can directly ask employees to specify positive reinforcements they believe would be effective at your workplace. Problems with this may stem from a power differential; employees may tell you what they think you want to hear. Or, they may just not know. You also do not want to set false expectations, as can come of a discussion of rewards. Secondly, you can go ahead and try to implement a program that makes sense to you. Consider the ‘golden rule’ of ethical reciprocity, and pick something that may motivate you to try with your staff. After a large paper deadline, for example, you could provide lunch to the support staff. Trying something, even if it does not work, will be appreciated. Finally, identify what makes employees work best through observation. Listen to conversations and pay attention to what brings happiness from the workplace or outside life. Not only can you find reinforcement, but the act of staying in tune builds rapport. All three of these options are excellent means of finding options for positive reinforcement. Rule #5: Create an atmosphere that fosters intrinsic rewards. Mother Theresa received minimal financial compensation for her charity work, but her drive for volunteerism remained steadfast because of the intrinsic satisfaction she gained. This is the reward a person derives from carrying out a satisfactory task itself. Without extrinsic rewards (ie, money), you couldn’t afford to stay at a job, but without intrinsic awards you would hate your job! In dermatology sources of intrinsic motivation are ubiquitous but need to be fostered. Altruism from patient care is the most obvious intrinsic reward, but it can be forgotten in the busy nature of common practice. It should be shared and reinforced among all personnel, and especially those who do not directly care for patients. A fun work environment also fosters intrinsic drives. Sharing a youthful attitude, adapting new methods of doing work, or purchasing ‘state of the art’ technology for your staff, can develop this. Efforts designed to foster intrinsic motivation are cost effective and generally personally fulfilling. Take pride in these. Rule #6: Reinforce behavior. Celebrate results. On a daily basis, a grant writer may pour efforts into an application. These are his efforts, and they deserve daily reinforcement. When the grant is finally awarded, however, he has brought you results. Results require celebration. A celebration is an opportunity to share what someone did to meet or exceed goals. This should augment the more common daily reinforcement at work. It is an opportunity for you to allow a successful team member to re-live and share their accomplishments, and should be done tactfully. For example, you might host a dinner with employees and spouses where you present a gift of appreciation. Remember, this is a forum for you to listen to the recipient’s story of success. This anchors the memory for the employee and others present. If there is a tangible award, you would present this at the end after the story has been shared. While the gift need not be expensive, the manner of presentation should be warm and appropriate. A strong line to use when presenting an award is, “To help you remember what you have accomplished, I have something for you….” If all is done correctly, celebration builds much motivation for additional efforts and accomplishments to come. Rule #7: You don’t have to incentivize everyone. Creating incentives for a small number of people can often change an entire group’s performance. This may seem counterintuitive, as it goes against the conventional wisdom that you reward the whole team, but it works. Consider a clinician who is in demand by patients, but having trouble filling his schedule because the support staff does not want to see more patients. A solution may be to incentivize the nurse and histotechnician with a reward received after a certain number of cases are completed in the month. In this scenario, the physician, nurse and histotechnician all win financially. The gift also makes an often underappreciated group of workers the ‘most valuable players’.
Final Suggestions
As a leader in your dermatology group, it’s your powerful responsibility to decide how to best incentivize your workforce. The challenge is daunting but exciting. It allows for you to share your vision, motivate your employers, and realize a bright future for the practice. Successful incentives can be created quickly, but need continuous maintenance for longterm results. Remember, these can be both financial and non-financial, and should aim to build intrinsic motivation. Using creativity and gathering employee input will help develop winning rewards. A thoughtfully crafted incentive system will prove invaluable to the success of your dermatology practice. Dr. Dabade is with the Center for Dermatology Research, Department of Dermatology, Wake Forest University School of Medicine, Winston-Salem, NC. Dr. Dinehart is with the Arkansas Skin Cancer Center, Little Rock, AR. Dr. Feldman is with the Department of Dermatology, Pathology and Public Health Sciences, Wake Forest University School of Medicine, Winston-Salem, NC. Disclosure: The Center for Dermatology Research is supported by an unrestricted educational grant from Galderma Laboratories, L.P.
