WELCOME. Leadership and Management Styles. That Drive People Productivity, Lab Effectiveness, and Research Results.

Transcription

1 G Goates WELCOME.. Human Resource and Management Styles That Drive People Productivity, Lab, and Research Results February 1, 2008 Serving to Promote the Potential of People & s Our Agenda Today s Management Session: Objectives and Goals Why it s s Important & What s s the Difference? Situational a Lab Best Practice Understanding Your Style(s) The Goal: Developing Flexibility Case Study Application Exercise Wrap up & Potential Next Steps? Serving to Promote the Potential Of People & s 1

2 Our Objectives and Goals Objectives: Understand the distinction between leadership and management Understand why both are important to effective lab functioning & research results Identify leadership & management responsibilities Describe different leadership styles & identify essential leadership skills for effectively managing a lab Goal: To build awareness of different leadership and management styles and how to apply different leadership styles as a manager & leader in a lab. Basic Management Functions and Importance by Level Management Skills and Applications Rue & Byars Chapter 1 pg. 5 Serving to Promote the Potential Of People & s 2

3 Mix of Skills Used at Different Levels of Management Management Skills and Applications Rue & Byars Chap. 1 pg 6 The Scientific Management Conundrum It's one of the weirdest aspects of scientific training: You spend years learning how to do the science, hands-on. The natural progression, if you're successful, is to become head of your own lab and stop spending time at the bench... All your time is spent (between teaching gigs and committee meetings) obtaining and managing money and hiring and managing people. You're no longer a scientist; you're a manager of scientists and your own scientific enterprise. And what training did you get for that? Jim Austin - Editor ScienceCareers.org Nov 2007 Serving to Promote the Potential Of People & s 3

4 About the Survey... Conducted ScienceCareers.org November 2007 Who Participated: Principal Investigator (PI) 27.4% Postdoc 40.2% Grad student 25.6% Other 6.7% About the Survey... What were the questions? 1) Have you received any formal (i.e., classroom or workshop) training in managing people? 2) Have you received any formal (i.e., classroom or workshop) training in managing money? 3) Have you received significant informal (i.e., on-the the-job) training in managing people? 4) Have you received significant informal (i.e., on-the the-job) training in managing money? Serving to Promote the Potential Of People & s 4

5 And the Survey Says... 1) Have you received any formal (i.e., classroom or workshop) training in managing people? Yes 13.4% No 86.6% 2) Have you received any formal (i.e., classroom or workshop) training in managing money? Yes 8.5% No 91.5% 3) Have you received significant informal (i.e., on-the the-job) training in managing people? Yes 48.8% No 51.2% 4) Have you received significant informal (i.e., on-the the-job) training in managing money? Yes 26.4% No 73.6% In Summary: People aren't receiving formal management training in significant numbers. Training, such as it is, remains ad-hoc Your Turn for a Survey Your Worst Boss.... Directions: Divide in groups of 3-53 Identify and Discuss Characteristics of the Worst Boss you ve ever had Pick a Spokesperson be prepared to succinctly summarize your... Top Three Characteristics of Your Worst Boss Serving to Promote the Potential Of People & s 5

6 And the Survey Says Winning Too Much 2. Adding Too Much Value 3. Passing Judgment 4. Making Destructive Comments 5. Starting with No, But, or However 6. Telling the World how Smart We Are 7. Speaking when Angry 8. Negativity, or Let me explain why that won t work 9. Withholding Information 10. Failing to give Proper Recognition 20 Workplace Habits We Need to Break And the Survey Says Claiming credit that we don t deserve 12. Making Excuses 13. Clinging to the Past 14. Playing Favorites 15. Refusing to Express Regret 16. Not Listening 17. Failing to Express Gratitude 18. Punishing the Messenger 19. Passing the Buck 20. An excessive need to be me Critical Question: Do I exhibit Any of These Habits? Serving to Promote the Potential Of People & s 6

7 The Bottom Line Take-Away To put Marshall s s point in the context of an effective research lab: What s s made you successful as a Grad Student and Postdoc won t necessarily make you successful as at Principle Investigator (PI)/Lab Manager If That s s Your Career Goal: PREPARE NOW! A Critical Distinction: Management My 20 + years of /Management experience: Manage and Control THINGS and processes) THINGS (budgets, ALWAYS Lead PEOPLE My advice is be careful not to mix the two THE BOTTOM LINE: As head of a successful scientific laboratory, you will need to be an effective LEADER and MANAGER! Serving to Promote the Potential Of People & s 7

8 What is the Formula for Success? = Vision + Relationships + Tasks If I had one piece of advice to give it s s that although you ve been hired for your scientific skills and research potential, your eventual success will depend heavily on your ability to guide, lead, and empower others to do their best work. Thomas Cech, HHMI Making the Right Moves HHMI, Chap 3, pgs What is : VISION? Vision: A leader has to create a vision and set the direction for the Lab. My vision is that we are going to regenerate the heart after a heart attack. This is really what I would like to accomplish with my career. Initially, I was worried that I would sound sappy in some fashion when I told people that I had a vision. I found that at first people may think it s a little odd, but pretty soon when they hear it again and again, you start seeing people nodding their heads and agreeing with you. Having a clearly stated vision does help to inspire in people the mission behind what you are working on. Charles Murry, University of Washington School of Medicine Serving to Promote the Potential Of People & s 8

9 What is : RELATIONSHIPS? A leader enables others in the lab to do the work in a unified manner. Thus they: Build and Lead teams Create an Environment of Feedback (to give & receive) Motivate and Support Grad Students, Post Docs and Techs Delegate (not abdicate) Responsibility to Others when possible What is : RELATIONSHIPS? Thus they: Make Fair Decisions and Proactively Manage Conflict Communicate and Listen Be Sensitive to Diverse Populations and Needs Be a Mentor to Others & Proactively Seek ongoing for themselves Serving to Promote the Potential Of People & s 9

10 What is : TASKS? A leader also has to MANAGE the activities of the lab. Beyond scientific knowledge, they must: Design Projects and Determine Time Frames (project management) Create Budgets (financial/business management) Write Grants and Papers Teach Courses Juggle many Different Demands at Once The Question: Your Style? How do you go about Leading the Relationships and Managing the tasks to accomplish your Vision? How you carry out your role as a leader over time, will develop your own style BUT... Remember Successful Requires Different Strokes for Different Folks Ken Blanchard Author One Minute Manager Series Serving to Promote the Potential Of People & s 10

11 Four Classic Styles of The extent to which a leader engages in two- way communication, listens and provides support and encouragement, facilitates interaction, and involves the associate in decision making. Supportive Behavior High Low SUPPORTING DELEGATING COACHING DIRECTING High Directive Behavior The extent to which a leader engages in one-way communication; spells out the associate s s role; tells the associate what to do, where to do it, when to do it, how to do it; and closely supervises performance. 4 Levels The degree to which you DIRECT and SUPPORT people who work for you is influenced by their level of Competence: Task Knowledge and Skills Experience Transferable Skills and Commitment: Motivation Confidence to completing a given task. Serving to Promote the Potential Of People & s 11

12 Four Styles of : DIRECTING Characterized by: High focus on task and low focus on relationship When to use a DIRECTING Style: When a person you are supervising is not yet qualified or not sufficiently motivated to carry out a task independently. Pair Discussion: What are the SPECIFIC LEADERSHIP BEHAVIORS you would expect to see in a PI who is successfully using this leadership Style in a lab setting? Making the Right Moves HHMI, Chap 3, pgs Four Styles of : COACHING Characterized by: High focus on both task and relationship When to use a COACHING Style: As a PI you would continue to direct the action of the person you are supervising, but also take the time to explain decisions, solicit suggestions, and support the individual s s professional development. Pair Discussion: What are the SPECIFIC LEADERSHIP BEHAVIORS you would expect to see in a PI who is successfully using this leadership Style in a lab setting? Serving to Promote the Potential Of People & s 12

13 Four Styles of : SUPPORTING Characterized by: Low focus on task and higher one on relationship When to use a SUPPORTING Style: As a PI, you would facilitate people s s efforts toward accomplishing a given task and share responsibility for decision making with them. Pair Discussion: What are the SPECIFIC LEADERSHIP BEHAVIORS you would expect to see in a PI who is successfully using this leadership Style in a lab setting? Making the Right Moves HHMI, Chap 3, pgs Four Styles of : DELEGATING Characterized by: Low focus on both task and relationship When to use a DELEGATING Style: As a PI, you would turn over responsibility for decision making and problem solving to an individual who has become more independent. Pair Discussion: What are the SPECIFIC LEADERSHIP BEHAVIORS you would expect to see in a PI who is successfully using this leadership Style in a lab setting? Making the Right Moves HHMI, Chap 3, pgs Serving to Promote the Potential Of People & s 13

14 Case Study Application Exercise Directions: In groups of discuss and answer the following questions: 1. Which leadership style would be most effective for Dr. Nome to use to address the issues with each of the individuals in the Lab to improve their effectiveness List the relevant facts & circumstances in this situation: What is their suspected Competence & Commitment () Level?: Suggested Style to improve effectiveness: Why do you think that Style will be effective? Case Study Application Exercise Directions: In groups of discuss and answer the following questions: (Optional) 2. Brainstorm some ideas for what Dr. Nome should do moving forward to address and then maintain the morale in his labs? 3. If Dr. Nome were to hire a new Lab Manager, what specific leadership skills should he look for that would be important (given the current situation) for running a successful biomedical research and genomics laboratory? Serving to Promote the Potential Of People & s 14

15 Our Objectives and Goals Objectives: Understand the distinction between leadership and management Understand why both are important to effective lab functioning & research results Identify leadership & management responsibilities Describe different leadership styles & identify essential leadership skills for effectively managing a lab Goal: To build awareness of different leadership and management styles and how to apply different leadership styles as a manager & leader in a lab. Wrap Up & Potential Next Steps Take some Management & Business Classes: UCSD Extension Managing for Maximum Performance (Flyers at the Extension table) Blanchard and the One Minute Manager 8 hr workshop (see evaluation to express interest) Read more about it Bibliography I ll be around after if you have any questions Thanks for Coming! Serving to Promote the Potential Of People & s 15