How to be a GOOD MANAGER MENTOR NYSFAAA October 2017 Howard Leslie Vice President, Financial Aid Berkeley College 2Nd Vice President, NYSFAAA

DEFINTION OF A MANAGER

DEFINITION OF A MANAGER a person responsible for controlling or administering all or part of a company or similar organization. a person who controls the activities and business dealings a person in charge of all activities, tactics, and training

THE WORK OF A MANAGER Varied, including: Hiring and staffing Training new employees Coaching and developing existing employees. Dealing with performance problems and terminations Supporting problem resolution and decision-making Conducting timely performance evaluations.

THE WORK OF A MANAGER Translating corporate goals into functional and individual goals.  Monitoring performance and initiating action to strengthen results. Monitoring and controlling expenses and budgets.  Tracking and reporting scorecard results to senior management. Planning and goal-setting for future periods.

DEFINTION OF A MENTOR

DEFINTION OF A MENTOR mentorship is a relationship formed between a mentor and mentee with the goal of sharing knowledge and expertise between the mentor and the mentee there is no reporting relationship between the mentor and the mentee. (i.e., a manager would not mentor a direct report) A mentor is a person or friend who guides a less experienced person by building trust and modeling positive behaviors. An effective mentor understands that his or her role is to be dependable, engaged, authentic, and tuned into the needs of the mentee.

BUILDING A MENTOR/MENTEE RELATIONSHIP Build Trust Listen and Encourage Be reliable / accept nothing less than reliable Have fun

THE HEART of LEADERSHIP Mark Miller* Coauthor of THE SECRET *When I read this book I honestly felt Mr. Miller was talking about me. There are 5 major points, one of which I FAILED BIG TIME. At this time let me give Mr, Miller credit for much of the rest of this presentation. I have used much of the book freely.

There is more to leadership than great individual work LEADERS are DIFFERENT There is more to leadership than great individual work You can lead with or without a title. If you wait unit you get a title you could wait forever.

LEADERS are DIFFERENT Many people have leadership skills but do you have leadership character. It is character that will determine what will perceive when people are using those skills. If you don’t demonstrate leadership character your skills, and your results will be discounted, if not dismissed.

IT’S not about YOU A good leader thinks of others first. Servant leadership: The focus is on those being served Traditional leadership is considered out dated The servant leader sets goals and visions with the focus on what’s good for the people in the organization and their customers – Not what is best for the leader The servant leader constantly works to help others win

SERVE See the future Engage and develop others Reinvent Continuously Value Results and Relationships Embody the values

HUNGER for WISDOM Make your personal development a top priority Look at your calendar – does it reflect a person who is seeking personal development? Be sure to spend time, on a regular basis, with people who can help you grow. Spend time in honest self-evaluation and reflection.

EXPECT the BEST Always remain optimistic Show your staff your game face Pessimists have trouble attracting followers Napoleon said; “Leaders are dealers in hope”. Hope of a better tomorrow There is risk in optimism BUT The future has not yet been written – it is written by leaders.

ACCEPT RESPONSPILITY Accept responsibility for your efforts and outcomes. Accept full responsibility for the work of those people you lead. When outcomes are not good review your role in the situation first. When outcomes are good be quick to bestow praise.

RESPOND with COURAGE Be willing and ready to make tough decisions. Maintain a high bias for action. Do the right thing even if it is not a popular decision

THINK OTHERS FIRST Works towards ways to add value/mentor your staff Consider the needs and desires of your staff above your own Be a SERVING LEADER

The Heart of Leadership

The Heart of Leadership Hunger for Wisdom Expect the Best Accept Responsibility Respond with Courage Think Others First