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"Professionalism is not the job you do, it's how you do the job."

A professional is a member of a profession or any person who works in a specified professional activity. It also describes the standards of education and training that prepare members of the profession with the particular knowledge and skills necessary to perform their specific role within that profession. I agree with this quote because being able to do your job well and have the knowledge about it is the true meaning of professionalism. A person who demonstrates my definition of professionalism at my internship is my supervisor, Dr. Causey. Through working with children and their parents, he demonstrates immense knowledge about his field and is also caring, especially due to the work he does and the diagnoses he has to give.  I have also observed professionalism from the other members of the office, and their interactions with each other, patients, and me. I have learn a lot from them already, and they have been very welcoming and excited for me to join them. I was nervous to start on my first day because it was a new experience and unlike anything I have ever done before. Something that surprised me was everyone's willingness to help me get the most out of my internship and ask me questions about myself and what I want to do in the future.

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Internship Reflection: Communication & Growth

As I think over the “5 Chairs of Communication” I find that I most often sit in the “Curious / Inquisitive” chair. I tend to ask questions, probe for clarity, try to understand other people’s perspectives or motivations, and assume positive intent.

What that means for me + how it will influence my time at the internship

Strengths: Being curious helps me learn faster. In the internship, this means I’m more likely to pick up nuanced understandings of how things are done, ask for feedback, and adjust accordingly. It also fosters good relationships: people generally appreciate when someone shows genuine interest.

Challenges: If I’m always in the curious chair, there’s a risk of over‐questioning or seeming hesitant to commit. Sometimes I may delay making decisions because I’m gathering too much information. Also, situations call for different chairs: e.g. sometimes I need to be assertive, or directive, or even vulnerable.

So I’ll try to be mindful: stay curious, but also recognize when to shift into another chair. This awareness should help me use my time more effectively at the internship, by better gauging what style is appropriate at any given moment.

Demonstrating Communication: Written, Verbal, Nonverbal

Mode

How I will demonstrate it in my internship

Written

I will ensure emails are clear: purpose stated up front, action items clearly identified. When writing reports or project documents, I’ll aim for logical flow, good structure, and proofreading. I’ll also summarize meetings or takeaways in writing to confirm understanding.

Verbal

In meetings, I’ll articulate points concisely. I’ll practice active listening (acknowledge what others say before adding new ideas).

Nonverbal

I’ll pay attention to body language: maintain eye contact, lean slightly forward when listening to show engagement, nod or otherwise show understanding. I’ll be mindful of tone of voice, and pace when speaking so I’m not rushing or sounding uncertain. Also, appropriate facial expression and posture will be tools for building trust and connection.

One area I’m committed to improving: verbal communication under pressure. When timelines are tight or when unexpected problems arise, I sometimes become less confident. I want to get better at staying calm, speaking clearly, and being assertive even in stress.

What I’m Already Observing: Communication in My Internship Department

Within the department: Communication is crucial. There are regular check‐ins between different units; project coordination requires everyone to be on the same page. I’m noticing how some colleagues send messages for quick questions, others prefer brief in‐person check‐ins, and still others use shared documents to collate feedback.

With my supervisor: My supervisor has been consistent in giving feedback and expects me to ask clarifying questions. They often use verbal check‐ins. I see that they value initiative: when I bring suggestions, they respond well. Also, nonverbal cues are important—tone of approval, facial expressions, body posture, all of which make me more confident when they’re positive, and more alert when they’re more reserved.

Next Steps & Commitment

Going forward this semester, here’s what I commit to doing:

1. Chair Flexibility – Not only staying in the “Curious” chair; being more aware of when I should shift to “Directive,” “Empathic,” or even “Observer,” depending on context.

2. Practice verbal clarity under pressure — through role‐playing, rehearsing key messages in advance, or taking short speaking opportunities where stakes are moderate so I build confidence.

3. Active feedback loops — after major tasks or meetings, I’ll ask, “Did what I present make sense? What could I have communicated more clearly?” to improve.

4. Nonverbal awareness —self‐recording or asking for peer feedback on my body language and tone, to catch unintended signals.

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Community:

On campus: This is fostered through initiatives such as retreats, extracurricular activities, and an emphasis on cultivating deep relationships with peers and teachers. The school also celebrates the success of individual students, creating a supportive and uplifting environment.

Personally: The value of community has shaped my understanding of collaboration and mutual support. For example, during a challenging group project, our team worked together to support each other's learning and ensure everyone's voice was heard, reflecting the school's "call each other by name" ethos. I see this value in my effort to build trust and open communication with my peers, recognizing that a supportive environment is essential for success.

Service:

On campus: This is demonstrated through various service-learning projects, volunteer opportunities, and school-wide initiatives that raise awareness and support for local and global issues.

Personally: This value has ingrained in me a desire to use my skills to help others. I have participated in campus-organized volunteer events, and the emphasis on service has encouraged me to seek out ways to make a positive impact in my community and to see beyond my own needs.

Reverence:

On campus: This is reflected in the school's focus on mutual respect and dignity among all members of the community. The school's Catholic, Ursuline tradition underpins this value, promoting a spiritual and ethical foundation for student interactions.

Personally: Reverence has taught me to approach my work and interactions with humility and a deep respect for others' perspectives and contributions. In group work, this means listening actively and respectfully to different viewpoints, even when they differ from my own.

Leadership:

On campus: The school encourages students to "compassionately serv[e] others, be risk-takers, and seek to inspire". Leadership is not just about being the "loudest" voice but about leading by example and inspiring others through action.

Personally: The emphasis on compassionate leadership has taught me that effective leadership is not about having authority but about inspiring and empowering others. It has motivated me to take initiative and to use my voice to help guide my peers toward a common goal.

Internship site values and cohesive culture

Upholding values for culture:

Innovation: Employees might uphold this value by participating in brainstorming sessions, proposing new ideas, and being encouraged to take small risks without fear of reprimand.

Collaboration: A culture of collaboration is fostered when teams communicate openly, share knowledge freely, and regularly check in with each other to track progress and offer support. Leadership should also model collaborative behavior.

Customer Service: Employees create a cohesive culture by consistently prioritizing the customer experience. This might involve sharing positive customer feedback, using customer testimonials to celebrate success, and resolving issues with empathy and urgency.

Personal strengths

I tend to lean toward the relationship builder/harmonizer: Focuses on creating a positive atmosphere and making sure all members feel heard and valued, ultimately striving for team consensus.

Being more assertive as an intern

Instead of passively waiting for a task, I can proactively suggest a relevant, small-scale project, such as analyzing anonymized client data to investigate emerging trends. By doing so, I demonstrate initiative, critical thinking, and a commitment to advancing the team's understanding of current issues, grounding their idea in existing literature and presenting a concise plan to their supervisor. This approach shows respect for the team's goals while highlighting my unique research skills and potential contributions, ultimately transforming a vague interest into a valuable and concrete professional contribution.

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When thinking about the term networking, I tend to feel a little intimidating. I associated it with formal events, handshakes, and small talk. But through my internship, I’ve come to realize that networking often happens in much more natural, everyday ways. In this environment, it’s less about exchanging business cards and more about building genuine, respectful connections with professionals who are passionate about their work, and in my case all the doctors are truly dedicated to what they do.

One of the most valuable contacts I’ve made so far is with the office manage. Her ability to connect with patients and the doctors while also balancing her responsibilities has been incredibly inspiring. Through conversations and observing her and the other doctors work, I’ve gained insight into the realities of the mental health field, especially how important emotional resilience and self-awareness are when supporting patients.

From my network at the office, I’ve gained not only professional insights but also encouragement and validation that I’m on the right path. In return, I’ve aimed to support the team in small but meaningful ways—whether it’s helping with administrative tasks, or simply bringing a respectful presence to the environment. I’ve learned that even as an intern, you can provide value by being dependable, curious, and engaged.

To keep this network active after my internship ends, one step is to stay connected through email which can be a simple but powerful tool for keeping professional relationships alive. These connections may one day lead to mentorship opportunities, job referrals, or collaborative work and I want to make sure those doors stay open.

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When I first think about the term networking, it feels a little intimidating. I associated it with formal events, handshakes, and small talk. But through my internship, I’ve come to realize that networking often happens in much more natural, everyday ways. In this environment, it’s less about exchanging business cards and more about building genuine, respectful connections with professionals who are passionate about their job, like all the doctors at my internship.

One of the most valuable contacts I’ve made so far is with the office manager. Her ability to connect with patients while also balancing her responsibilities has been incredibly inspiring. Through her and the doctors' casual conversations and observing their work, I’ve gained insight into the realities of the mental health field—especially how important emotional resilience and self-awareness are when supporting others.

From my network at the office, I’ve gained not only professional insights but also encouragement and validation that I’m on the right path. In return, I’ve aimed to support the team in small but meaningful ways, whether it’s helping with administrative tasks or simply bringing a calm, respectful presence to the environment. I’ve learned that even as an intern, you can provide value by being dependable, curious, and engaged.

To keep this network active after my internship ends, I plan to stay connected via email, which can be a simple but powerful tool for keeping professional relationships alive. These connections may one day lead to mentorship opportunities, job referrals, or collaborative work, and I want to make sure those doors stay open.

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The mission of Square One Specialists in Child and Adolescent Development is “to provide thorough evaluations and effective treatments for children and adolescents. This includes careful assessment and determination of diagnostic issues that result in appropriate and productive treatment, resources, and supports. Our goal is to guide families and develop realistic and effective treatment options to address developmental, psychological, educational, behavioral, and/or emotional concerns.” Throughout my internship, I’ve seen this mission in action every day. My site mentor and colleagues live out these values through their patience, attention to detail, and genuine care for each child and family who walks through the door. They take time to truly listen, to explain complex information in ways parents can understand, and to work collaboratively on treatment plans that fit each child’s unique needs. Seeing this level of compassion and professionalism has helped me understand how important it is for employees to know and believe in their company’s mission. It creates a culture of trust, empathy, and teamwork—one where everyone feels they’re part of something meaningful. That sense of shared purpose not only benefits clients but also makes the workplace feel welcoming and inclusive.

At first, being one of the only interns and the youngest person there felt intimidating. I worried about how I would fit in or whether my limited experience would make it hard to contribute. But over time, I started finding small ways to use my skills—by observing carefully, helping organize materials, asking questions, and connecting classroom knowledge to real-world situations. Those moments helped me feel more confident and proud of the progress I was making. This experience has also deepened my appreciation for the Ursuline Core Values of community, service, reverence, and leadership that SHA emphasizes. The sense of community at Square One is evident in how the staff support one another; service shines through their dedication to helping families; reverence appears in their respect for every child’s story; and leadership is modeled through the quiet strength and professionalism they bring to their work each day. Watching how these values naturally shape their approach has made me realize how deeply connected purpose and compassion are to effective leadership—and how I hope to carry those same values into my own future career.

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I have encountered numerous new technologies throughout my internship. The one I have worked with most is the application for scoring parent or teacher evaluations. Learning how to do this was not challenging, but it had many steps, and I had to remind myself it was okay to ask questions because it was something I had never done before. I have also learned how they use a program to schedule their appointments and prescribe and fill medicine to go to pharmacies. These are both important because it keeps the office organized, but it also document all that they are doing so they can keep track of the many patients and their needs.

What I think is meant by leveraging technology ethically in the workplace is using digital tools to boost productivity, efficiency, and growth while actively promoting fairness, safety, and respect for all individuals. This goes beyond mere compliance and legal requirements, requiring a company-wide commitment to building a culture of responsibility.

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For my interview, I spoke with Dr. Aubrey Borgen, a psychologist at Square One Specialists in Child & Adolescent Development. Dr. Borgen specializes in working with children and adolescents who struggle with anxiety, depression, executive-functioning issues, and disruptive or defiant behavior. One of the most meaningful parts of her work is her expertise in Parent-Child Interaction Therapy (PCIT) for families with young children ages 2–7 who are experiencing behavioral challenges. Her background includes a PhD in clinical psychology, research on youth media use, and clinical training at Norton Children’s Hospital and NYU Langone.

Reflection on the Interview Process

The interview felt surprisingly personal and eye-opening for me. Instead of just hearing about leadership as an observer, I was able to see it through the lens of someone who genuinely loves working with children and families. Researching her background beforehand helped me understand the depth of her experience, but hearing her talk about the real emotional work involved in PCIT made everything feel much more connected.

PCIT came up naturally as one of the areas she feels most passionate about. Listening to her describe how she coaches parents in live interactions with their children showed me how hands-on and collaborative her leadership style is. This wasn’t just therapy but was teaching, guiding, calming, and empowering families all at once. It made the interview feel more like a conversation with someone who believes what she does truly helps.

Key Takeaways and Leadership Traits That Resonated

I walked away from the interview thinking about leadership differently. Some of my biggest takeaways came directly from how Dr. Borgen approaches PCIT:

Patience and presence. She talked about how PCIT requires slowing down, observing carefully, and giving parents real-time feedback. This level of patience felt like a leadership quality by being fully present, even in emotionally intense moments.

Coaching rather than controlling. In PCIT, she helps parents learn new skills rather than simply telling them what to do. This coaching mindset resonated with me because it shows leadership built on encouragement and growth, not authority.

Balancing structure with empathy. PCIT is structured and evidence-based, but Dr. Borgen also emphasized the need to support parents who often feel overwhelmed or unsure of themselves. She leads with compassion while still keeping families on a clear, research-supported path.

Building confidence in others. One of the most powerful things she shared was how rewarding it is to watch parents begin to trust their own ability to manage difficult behaviors. That idea of helping others step into confidence stood out to me as a defining trait of strong leadership.

Overall, the interview helped me understand leadership as something deeply relational. Through her work in PCIT and child psychology more broadly, Dr. Borgen models a leadership style that is patient, collaborative, and focused on empowering others. Talking with her helped me see how much impact a leader can have simply by showing up with expertise, empathy, and the willingness to guide people through challenges step by step.

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Blog Post #8 – Reflection & Self-Development

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Blog Post #8 – Reflection & Self-Development

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Re-reading the letter I wrote to myself during orientation brought back a rush of emotions. In that letter, I could feel how nervous I was about starting my internship at Square One. I was honest about not knowing exactly what to expect and hoping that psychology was truly the right path for me. Seeing those words again made me appreciate how much I’ve grown since the beginning of this experience.

Working at Square One pushed me out of my comfort zone in the best possible way. I learned to observe carefully, listen deeply, and connect with young clients who were dealing with real and often complex challenges. Looking back, I can confidently say that I achieved many of the goals I wrote about. I wanted to build confidence, gain hands-on experience, and see what the day-to-day reality of working in mental health was like. I did all of that, and more. Each week, I found myself becoming more comfortable, more curious, and more sure of my interest in psychology.

Even with this growth, I know there are areas I want to keep developing. I hope to build stronger clinical communication skills and grow more confident in difficult conversations. I’d also like to deepen my understanding of different therapeutic approaches so that I can better recognize how and why clinicians choose certain interventions. This internship showed me that growth in this field is never finished but that there’s always room to learn, reflect, and expand.

Overall, my experience at Square One has been a defining part of my development as a leader. It taught me that leadership in mental health isn’t about having all the answers, it’s about showing empathy, staying patient, and being someone others can trust. This experience helped me step into that kind of leadership, and it replaced the nervousness in my original letter with a genuine sense of purpose. I’m leaving Square One more confident in myself and more certain that psychology is a path I want to continue exploring.