Management and Mentorship in a Research Environment This powerpoint was adapted from the following sources: Craig S. Wilcox, University of Pittsburg and The Graduate School Michigan State University 2005 and Mary Lucero, Interdepartmental Neuroscience Program Director June 5, 2007

Introduction Worthy Objectives The goal of a good manager is to create and maintain an effective, productive, and loyal group. The goal of a good mentor is to enhance the professional development of a selected individual.

What do mentors do? Teaching, running a lab, job training, and group meetings/discussions are not mentorship activities - these are management actions. Management is… For the purpose of group achievement. Methods are best applied consistently to all. Mentorship is… For a single individual Methods are chosen to meet that person’s needs

What do mentors do? Mentors Evaluate skills Encourage growth Offer opportunities for improvement Offer professional career advice Share their thoughts and professional values Express and act on their commitment to mentoring

Benefits of Mentoring to Graduate Students students who have mentoring relationships have higher productivity levels, a higher level of involvement with their departments, and greater satisfaction with their programs (Green & Bauer, 1995)

Benefits of Mentoring to Faculty keeping abreast of new knowledge and techniques gaining collaborators for current or future projects having research assistants whose work is critical to the completion of a research grant gaining increased professional stature by sending new scholars into the field experiencing the personal joys and satisfactions inherent in mentoring relationships

Before You Start What kind of mentoring did you have? What did you like and not like about the mentoring you received? How well did your mentors help you progress through your graduate program? How well did your mentors prepare you for your academic career? What did you not receive in the way of mentoring which would have been helpful to you?

The Basics of Good Mentorship Engage Graduate Students in Ongoing Conversations Demystify Graduate School Provide Constructive and Supportive Feedback Provide Encouragement and Support Help Foster Networks Look Out for the Student’s Interests Treat Students with Respect

At the First Meetings ‘talking points’ What are the student’s goals for graduate school and beyond? What are the student’s strengths and weaknesses? What is the student’s work style?

Setting Expectations: Implicit Expectations Implicit Expectations: Not stated and rarely understood. “What didn’t you understand about what I didn’t tell you?” “What part of my silence didn’t you understand?” The Graduate School Michigan State University 2005

Explicit Expectations Explicit Expectations: Clearly Stated (verbally or in written form) Checked for understanding Unilaterally or jointly set The Graduate School Michigan State University 2005

Clarifying Expectations Goals: Have your student provide short-term and long-term goals the timeframe for reaching those goals. Revise goals periodically, revisit goals with students on a yearly basis

Clarifying Expectations Meetings: Inform students about how frequently you will be able to meet with them Be explicit if you have a heavy travel schedule, are about to take a sabbatical, will be assuming an administrative position If you will not be able to meet often enough to satisfy some students’ needs, discuss alternative means of communication such as , and remind them of others with whom they can consult.

Window of “Negotiable” Expectations ExplicitImplicit Joint Unilateral The Graduate School Michigan State University 2005

Research mentorship This is about the student’s best interests. You are not creating a clone. More than one mentor may be needed. It’s a demanding job. It can bring great rewards.

The mentor’s toolbox A partial list… Great generosity Patience Perseverance Joy and enthusiasm Confidence Thoughtful planning Willingness to study and spend time to identify the needs of the student/trainee.

Mentoring activities Encourage broad growth. Evaluate skills. Technical Intellectual Interpersonal Communication Teaching Workspace organization Creativity&innovation

Mentoring activities Offer opportunities to improve skills. Take advantage of existing programs on survival skills and ethics. Talk about your viewpoints. Research conduct Ethics and values Professional standards Your vision of the discipline and enterprise Repeat your best advice and insights

What do managers do? Plan objectives, strategies, procedures, policies, budget Direct delegate, coordinate, motivate Decide defining issues, gathering information, making choices Control ensure timely action, evaluate performance, set reporting procedures, identify any need for correction, reward performance Communicate knowledge, ideas, plans, check feedback and response

Managed groups Two-way principles for managed groups. The manager and the student must: Use meetings wisely: Prepare for meetings Record points of agreement and action plans. Stay on-topic Plan and review at appropriate intervals Discuss goals, strategies, and timetables Define mutual expectations Listen carefully. Be considerate of each team member’s time.

Managed groups Advice for being a good boss Share credit and joy in success. Say “thank you”. Criticize in private. Praise in public. Show confidence and enthusiasm. Share your vision and thoughts. Make decisions promptly. Delegate whenever appropriate.

Additional considerations Be aware of cultural differences. Adjust your own methods Help the trainee to adjust Look for results of stress. Eating, sleeping, mood, affect Help the trainee with difficult decisions. Adjust to each person’s needs. Lowering standards or ignoring limitations is not a kindness.

Managing graduate students Review the notebook and written work often. Positive feedback, encouragement, advice Provide good examples. Respond quickly to requests/initiatives. Have consistently high standards. Accommodate needs. Respect their time. Ask their advice. Give them responsibility and resources.

Helping yourself manage Keep a file on each student/trainee. A. Work product B. Correspondence Keep notes on meetings. Follow up on action plans. Decide where to draw the line, and be consistent. Professional standards Social interactions

Helping yourself manage Documented written communication is critical. It supports decision making. It clarifies the outcome of discussion. It may be required for some actions. Be familiar with Neuroscience Program’s policies and procedures. Ask peers and colleagues for advice. Organize your workspace.

Dealing with conflict Communicate clearly to avoid conflict. How will performance be assessed? What are the resources/budget? Who has authority? Commitment to equity and fairness Evaluate lab members judiciously Be aware of hidden agendas Recognize competitive spirit Discuss the need for cooperative behavior Help group members find appropriate roles

Summary Your goal in managing is an effective, productive, and loyal lab group. Your goal as a mentor is to optimize the professional development of an individual. These goals are worthy of thoughtful planning. Even the smallest effort can have wonderful consequences!

Mentorship “Adviser, Teacher, Role Model, Friend: On Being a Mentor to Students in Science and Engineering” National Academy of Sciences Management “ The Time Trap” R. Alec Mackenzie, McGraw-Hill, New York: 1975, Truth and Consequences 1 SEPTEMBER : 1222 SCIENCE Resources The Graduate School Michigan State University 2005 and