There Is No “ I ” in Team, but There I s a “ U ” in Success. How to become a Successful Manger and Lead in Research Ad

1. There Is No “I” in Team, but There Is a “U” in Success. How to become a Successful Manger and Lead in Research Administration? Building a maintaining productive working relationships within your organization Presented August 7, 2013

2. Presented By: Deborah BassardHuman Resources DirectorGeorgetown University Medical CenterRoberta Kelley PaulSenior Human Resources GeneralistGeorgetown University Law Center Tolise Miles Senior Grants and Contracts SpecialistChildren’s National Medical Center

3. Introduction Listen Confidence Innovative Optimistic

4. Fundamental Truths Truth: An effective, efficient, and engaged workforce is the single greatest competitive advantage of any organization. Truth: Research Administrators are uniquely equipped to address the human capital issues our organizations face

5. Fundamental Goals Define the Role and Responsibilities of a Manager in Research Administration Understand the Importance of Engaging Others and Garnering Support (People Skills!) Gain Tools for Managing Conflict Learn Successful Motivation Strategies

6. Understanding Your Role:A Guided Discussion

7. Your Role Managerial Support through strategic partnerships within the organization Managing change Leveraging available resources Attracting & Retaining talent Providing “Excellent Customer Service”

8. The Managerial Mission Building Productive Relationships Navigating Organizational Political/Social dynamics Collecting Useful & Effective Data Translating Data Analysis into Action Succeeding in the face of Challenges and Change

9. Building Productive Relationships Developing Partnerships Who are your organizational partners? What do they expect of you? Your department? What is your current role? Who defines the Managerial role within your organization? Clarifying expectations

10. Building Productive Relationships Defining Roles & Responsibilities Effective Communications Open & Honest Communications Giving & Receiving Continuous Feedback Managing Conflict (critical skill!) Clarifying Expectations Interdependence – Who Makes the Final Decision?

11. Building Productive Relationships Communicate More Frequently and Effectively The General Rules -- The 4 C’s Be Clear Be Concise Be Credible Be Consistent

12. Building Productive Relationships Communicate More Frequently and Effectively Speak Plain English – No Jargon Be Proactive Be Visible & Approachable Be Willing to Listen Do Not Assume Anything (Source: Bullet Proof Your Job, by S. Viscusi -- *Be Visible * Be Easy * Be Useful * Be Ready)

13. Engaging Others:A Manager’s Guide for Positive Outcomes

14. Navigating Political/Social Systems Who Are the Players? Who do you have? Who do you need/want? Who are the stakeholders? Managing Change (Source: R. Warren) No Growth without Change No Change without Loss No Loss without Pain No Pain with Grief

15. Navigating Political/Social Systems Learn to Under React If you want to capture someone’s attention, whisper. – Coty Nothing will get you noticed faster than a totally unanticipated response to a crisis. Want to stand out as a front runner, keep your head. Fully assess the situation before you respond. (Source: Will the Real Boss Please Stand Up – How to be the Political Player, George-Anne Fay)

16. Navigating Political/Social Systems How to Deal w/Emotions  Develop Personal Leadership Self-awareness – recognize the impact of your own emotions Self-management – control your own emotions and behavior, and learn to adapt to changing circumstances Social awareness – develop your ability to sense, understand, and react to the emotions of others Relationship management – develop your own ability to inspire, influence, and connect to others and manage conflict.

17. Navigating Political/Social Systems Help People Solve Problems Of course you will know how to resolve Research Administration issues! Be knowledgeable of and help employees solve other business problems, such as: HR Questions External Research/Government Agencies Business Operations & Logistics Technology Issues Compliance and Ethics Issues Even if you cannot solve the problem, know who can!

18. Tools For Managing Conflict:How To Deal!

19. Managing Conflict – In General Be Clear on Your Role Remember that YOU are a member of Management But don’t be a management tool Know your Policies and Compliance Requirements Know your Resources Advocate for Best Practices Do not try to defend the indefensible Do not undermine senior leadership Even if you cannot solve the problem, know who can!

20. Managing Staff Performance conversations should be ongoing Communicate in Person (Get some Face Time!) Set Realistic Expectations (SMART Goals!) S-pecific, M-easurable, A-cheivable, R-ealistic, T-ime Based…. Clarify expectations if needed Provide ongoing feedback (good and bad) Document performance concerns immediately Use all available resources (call HR, Ethics, etc.) If needed, implement performance improvement plans NO SURPRISES!!

21. Managing Meetings Plan the meeting What is the goal, Who sets the agenda Set the meeting up for success start/end on time, build in social time make sure the meeting space is appropriate Run the meeting Keep discussion on track, summarize what is heard Encourage participation from all attendees Follow-Up Action Items – who is responsible for what??

22. Managing Data/Documentation Notes on Documentation Keep good notes on Relevant, Factual, Credible data Capture key points on topics covered and decisions made and decisions that need to be made Be sure to capture and return to items that are ‘parked’ Capture key facts and questions that need to be answered Know your Sources

23. Managing In Action Identify Challenges & Monitor Progress Be Open Engage Others & Garner Support Value Dissenting & Diverse Opinions Avoid Mandates & Direction Assess the Impact of your Actions (Continuously!) Use Data to communicate results Assess Outcomes and Impact

24. Managing – the Cycle

25. Summary An effective, efficient, and engaged workforce is the single greatest competitive advantage of any organization. As Research Administrators YOU are uniquely equipped to address the human capital issues of your organizations. Value your relationships and understand the external impact. Effective Management relies on Building and Maintaining Productive working relationships Effective navigation of Political & Social systems Astute application of relevant data & technology Translating Answers Into Action Ongoing management of effective relationships