Managing your Peeps Brenda Lacy-Roberts, Administrator Sara Judd, Director Department of Contract and Grants University of Southern California

Managing Workload…a Research Administrator’s Dilemma Research Administrators manage a very special type of workload that requires efficient management of: Constantly shifting and competing priorities Diverse body of tasks/activities Multi-party expectations with often divergent agendas Other peoples inability to manage their workloads/timelines

Managing Workload…a Research Administrator’s Dilemma THE GOAL: To manage your workload so your workload doesn’t manage you!

Great Idea, but how do I do that???? A multi-pronged approach encompassing a combination of tools is required to be successful Managing Workload…a Research Administrator’s Dilemma

So where do we start? Sharing best practices for managing: Communication Telephone Other Your peeps PI’s/Department Research Administrators Sponsors The Peep Principles…

Make customer service your obsession. Have the right mindset – forget about yesterday! Have the right mindset – forget about yesterday! Make the first move Make the first move Phone calls – who do you need to call Phone calls – who do you need to call Compliance and customer service CAN co-exist Compliance and customer service CAN co-exist There is a direct correlation between the feedback we receive from others and the level of service we offer…..to improve the feedback, improve the service. You know you’re busy….just don’t sound like it You know you’re busy….just don’t sound like it Tone matters Tone matters Great customer service revolves around answering any concerns they have, doing what you told them you were going to do and telling them the truth

Great customer service requires regular communication. Communicating with them every 7 to 10 days is critical. Block out 2 hours of time every week to talk to your peeps. Coffee talk Coffee talk Invite yourself over Invite yourself over Show an interest in their research…if you’re interested Show an interest in their research…if you’re interested Start the process of under promising and over delivering…it is much better than over-promising and under-delivering…..your peeps will appreciate this. Examples Examples Educate about the issues and their impact Educate about the issues and their impact Offer alternatives Offer alternatives The Peep Principles (cont’d)…

Use all of your service providers to create better customer service….THE TEAM! Accounting Office Accounting Office Department administrators Department administrators Centralized C & G/Sponsored Programs Centralized C & G/Sponsored Programs Purchasing Purchasing Equipment management Equipment management Office of Research Office of Research Business management Business management The Peep Principles (cont’d)…

In your communications with THE TEAM: let them know what they need to know let them know what they need to know let them know you care let them know you care do not focus on the problems that they have….solve them. do not focus on the problems that they have….solve them. Peeps are people too…remember that the qualities of reliability, dependability and honesty are what they NEED…so practice these 3 qualities The Peep Principles (cont’d)…

Do an “informal” survey of all your peeps after major transactions, i.e. proposal submissions, contract negotiations, etc. Keep your finger on the pulse of your peeps. Keep your finger on the pulse of your peeps. Previous experience may impact their perception of future issues – use this to your advantage Previous experience may impact their perception of future issues – use this to your advantage Remove the drama from interactions by identifying solutions to common challenges before they come up Remove the drama from interactions by identifying solutions to common challenges before they come up Treat every person as you would like to be treated. Professionalism, respect, positive vs. negative motivation Professionalism, respect, positive vs. negative motivation. The Peep Principles (cont’d)…

Managing Communication , Telephone, Other Telephone/ Respond within 24 hours Follow up when necessary Go through the “pick up the phone” exercise Is what you have to convey negative or extremely complex? Have you had an exchange that is becoming tenuous? Is it someone really important? Is it someone really difficult? Is it a great opportunity to teambuild?

Managing the Peeps Approach Develop a rapport Teambuild Let them know that their issue is #1 with you….they don’t need to know it’s the 3 rd #1 for today Give them the “why’s” re: processes Empower them to learn information Walk them through on the phone, don’t simply give them the information Reinforce the use of that information Give positive feedback to reinforce desired behavior, i.e., early proposal submissions, getting information on their own, etc. Facilitate outreach to obtain information re: deadlines, upcoming issues

Managing Communication , Telephone, Other (cont’d) Other

Questions so far???? Answers? Jokes? Jokes? Candy? Candy?

Scenario #1: Monday: Betty Callagainanagain, a department administrator, calls you to ask if she can carry forward an unobligated balance on an NIH award. What do you do? What would YOU do??? Next Monday: Hi! Its Betty….Can I carry forward an unobligated balance on an NIH award? Next Monday: Hi Again…it’s me….Betty! I have a quick question….If I have an unobligated balance on an NIH award, do I need approval to carry it forward?

Scenario #2: Dr. R. U. Sher, PI in your department, asks you a question about allowability on his NSF grant. You are an A-21 expert, and you answer his question on the spot. He asks you to double check with your supervisor. What would YOU do??? Dr. Sher then asks you to get approval in writing from your central research administration office. Then he asks you to have the central research administration office call the sponsor to make sure.

Scenario #3: Let’s hear from the audience! What would YOU do???

Thanks for sharing your Peeps Principles!