Emotional Intelligence and Its Link to Leadership Link to video https://www.coursera.org/lecture/emotional-intelligence-leadership/watch-emotional-social-and-cognitive-intelligence-competencies-f23J5 |
Resonant Leadership and the Neuroscience Behind It
Emotional intelligence Primal Leadership:
The Hidden Driver of Great Performance Daniel Goleman Richard E. Boyatzis Annie McKee The leader’s mood and behaviors drive the moods and behaviors of everyone else. A cranky and ruthless boss creates a toxic organization filled with negative underachievers who ignore opportunities; an inspirational, inclusive leader spawns acolytes for whom any challenge is surmountable. The final link in the chain is performance: profit or loss. Main implication here for leaders undertaking the primal task of managing their moods and the moods of others is this: Humor hastens the spread of an upbeat climate but like the leader’s mood in general, humor must resonate with the organization’s culture and its reality. Smiles and laughter, we would posit, are only contagious when they’re genuine. Read More: https://hbr.org/2001/12/primal-leadership-the-hidden-driver-of-great-performance/ar/1 |
....you could take 70 to 80% of the people in management jobs in your organization out of their management role and the organization would function more smoothly. That's a very sobering statistic TOXIC BOSS |
Welcome to the Emotional Intelligence Consortium Website
. (Information on these research streams can also be found at www.eiconsortium.org.)
resonant vs dissonant social mode vs analytic mode.
And since then others have found like
John Desetti and Don Bateson, what they call hemodynamic, sympathetic networks, that allow us to activate directly in our brains something that tunes us into another's emotions. |
Self-reliant man - someone who is not afraid to speak his mind and truth to anyone, resilient, optimistic, quick-thinking, and changes himself when he is inspired by himself. A self-reliant man does not like to travel
Ralph Waldo Emerson
Ralph Waldo Emerson
Where are you looking to anticipate the next business change?
So what makes a great leader in the 21st century? Those that are preparing themselves not for the comfortable predictability of yesterday but also for the realities of today and all of those unknown possibilities of tomorrow. Roselinde Torres: What it takes to be a great leader |
Great leaders envision a compelling, different and vibrant future. Clear view what the world could be like tomorrow: - Gather like-minded individuals - Demonstrate what you believe. - Empower individuals - Evaluation every day - Encourage, motivate others |
- If you’re interested in learning how to “catch” yourself, try this Faulty Thinking Exercise
- How great leaders inspire action Simon Sinek https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action/transcript?language=en
The 21st century and many centuries before, has seen its share of moral failures many are the witnesses of great leaders including Christians who were discovered in unethical and immoral activity thus losing an essential part of their ability to lead. An escalation of scandals and moral failures has created a renewed sense of urgency to examine organizations and organizational leadership in an ethical context.
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2013 Virtual Conference on Moral Leadership - Doris Gomez: How Then Shall we Lead...
https://www.youtube.com/watch?v=PC9-xJhNdzI A leader is a person who has an unusual degree of power to create the conditions under which other people must live and move and have their being palm assets conditions that can be as illuminating as heaven or as shadowy as hell alarmingly so morality is often assumed in descriptions of leadership. |
Adolphs, R., Tranel, D., Damasio, A.R. (1998). The human amygdala in social judgment. Nature, 393, 470–474. Google Scholar | Crossref | Medline | ISI Amaral, D.G. (2002). The primate amygdala and the neurobiology of social behavior: Implications for understanding social anxiety. Biological Psychiatry, 51, 11–17. Google Scholar | Crossref | Medline | ISI Chaiken, S., Trope, Y. (Eds.). (1999). Dual process theories in social psychology. New York: Guilford Press. Google Scholar Cosmides, L., Tooby, J. (1992). Cognitive adaptations for social exchange. In Barkow, J.H., Cosmides, L., Tooby, J. (Eds.), The adapted mind: Evolutionary psychology and the generation of culture (pp. 163–228). London: Oxford University Press. Google Scholar Grill-Spector, K., Kanwisher, N. (2005). Visual recognition: As soon as you know it is there, you know what it is. Psychological Science, 16, 152–160. Google Scholar | SAGE Journals | ISI Hamermesh, D., Biddle, J. (1994). Beauty and the labor market. The American Economic Review, 84, 1174–1194. Google Scholar | ISI Hassin, R., Trope, Y. (2000). Facing faces: Studies on the cognitive aspects of physiognomy. Journal of Personality and Social Psychology, 78, 837–852. Google Scholar | Crossref | Medline | ISI Kahneman, D. (2003). A perspective on judgment and choice. American Psychologist, 58, 697–720. Google Scholar | Crossref | Medline | ISI Lavater, J.C. (1880). Essays on physiognomy; for the promotion of the knowledge and the love of mankind (Gale Document Number CW114125313). Retrieved May 15, 2005, from Gale Group, Eighteenth Century Collections Online. (Original work published 1772) Google ScholarLundqvist, D., Flykt, A., Öhman, A. (1998). The Karolinska directed emotional faces [Database of standardized facial images]. (Available from Psychology Section, Department of Clinical Neuroscience, Karolinska Hospital, S-171 76 Stockholm, Sweden) Google Scholar Montepare, J.M., Zebrowitz, L.A. (1998). Person perception comes of age: The salience and significance of age in social judgments. In Zanna, M.P. (Ed.), Advances in experimental social psychology (Vol. 30, pp. 93–161). San Diego, CA: Academic Press. Google Scholar | Crossref 2030 UnMasked - For those Preparing for what's Coming After Covid-19rumble.com/vlmsmn-2030-unmasked-for-those-preparing-for-whats-coming-after-covid-19.html?Afbclid=IwAR2KuBhinBlxiu3G4Nv5rTXTQLgNGM4RMRoFsGcyQQlshg0iFnvrNBRipnI&fbclid=IwAR0BUH8CYKmRanoa35xVAKaZ_xmyVScYX9F1k-RO-kxK9ienascoe8awr4Y
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First Impressions: Making Up Your Mind After a 100-Ms Exposure to a Face
Janine Willis, Alexander Todorov Research has proven the people we meet often make judgements about us based purely on the way we look. Alexander Todorov, a professor of psychology at Princeton, has shown that people can make judgements about someone’s likeability, trustworthiness and competence after seeing their face for less than a tenth of a second. https://journals.sagepub.com/doi/abs/10.1111/j.1467-9280.2006.01750.x Thomas Sowell on Intellectuals and Society - YouTube
PT. 1 https://www.youtube.com/watch?v=VOXRFROTMLI PT. 2 www.youtube.com/watch?v=JyufeHJlodE Intellectuals should influence and not control the kinds of decisions that are made in society more especially that they should promote the transfer of
decisions from the masses to those who have "more intellect and given how I conceive of knowledge, being its distribution that would mean transferring decisions from where there's 99 percent of the knowledge to where there's one percent of the knowledge and against that background. It's not at all surprising that things like central planning simply don't produce as good results as allowing all the millions of people to react in the marketplace. |
Stressful situations, that's when you wake out of the perceptual distortion of your reality.
Awakening Explained, Episode 1
https://www.facebook.com/watch?v=635720027749430 Timecodes for topics covered 11:00 Who might be interested in awakening and why 15:23 True awakening vs. a mystical (or peak) experience 18:02 Suffering and anxiety as an impetus for Angelo’s awakening 35:23 About resistance 52:40 First stage of awakening/barrier to entry: realizing it’s possible 1:00:00 Mechanics of awakening /what is awakening 1:10:00 Post awakening process and deepening of realization 1:14:30 in-person talk: anger, shame, and handling emotion 1:20:50 Children and emotion 1:38:00 Working with strong emotion Alt: zdoggmd.com/awakening-1/?fbclid=IwAR0vsIvR_VJL5zDjUvjMrvGAzT4xYozCBpjaxfYfZvf8gblIZY1ycA2Za-Y The book: https://books.simplyalwaysawake.com/ website: SimplyAlwaysAwake.com |
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The funny thing about projects is that you start in one direction and end up in another.
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Project Planning for Beginners - Project Management Training www.youtube.com/watch?v=ZWmXi3TW1yA
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Silos and Turf Wars: What are Organizational Silos and Why Do They Exist
www.lightercapital.com/blog/what-are-organizational-silos/ When silos exist, employees become more insular and distrustful of other departments, making it increasingly difficult for groups to work together. Information sharing grinds to a halt. We see this in the interactions in meetings. Team members are careful about what is shared, reluctant to really participate in debates and generally non-communicative. |
11 Ways to Improve Collaboration Between Departments
www.workzone.com/blog/9-ways-to-improve-collaboration-between-departments/ 1. Provide Context 2. Cultivate Empathy 3. Develop a Common Language 4. Get Involved In Other Departments’ Processes 5. Facilitate Consistent Communications 6. Set the Tone 7. Celebrate Wins. Encourage Feedback 9. Foster Trust 10. Promote an environment of psychological safety 11. Provide an informal venue |
Q: Project success or failure often is reliant upon
the contributions of all of the following groups of stakeholders EXCEPT:
the contributions of all of the following groups of stakeholders EXCEPT:
A. Competitors
B. Suppliers C. Contractors D. Customers E. Top management |
.govWorks Inc. was a dot-com company that was founded in 1998 by Kaleil Isaza Tuzman, Tom Herman and Chieh Cheung. .
It went bankrupt when the dot-com bubble burst in 2000.. govWorks's rise and fall is documented in the 2001 documentary Startup.com. Video: https://www.ctv.ca/movies/startupcom/startupcom |
A. Competitors.
Project success does not just depend on the performance of the project team. Success or failure often depends on the contributions of top management, functional managers, customers, contractors, suppliers, and others.
Project success does not just depend on the performance of the project team. Success or failure often depends on the contributions of top management, functional managers, customers, contractors, suppliers, and others.
Q: Managing a project and leading a project are two different things. Project leadership is about coping with:
A. Formulating plans and objectives.
B. Monitoring results against plans. C. Change. D. Taking corrective action when necessary. E. Designing structures and procedures. |
C. Change.
Project managers often have to deviate from what was planned and introduce significant changes in the project scope and schedule to respond to unforeseen threats or opportunities. |
Q: One difference between project management and project leadership is that project management includes:
A. Recognizing the need to alter direction
B. Aligning people to meet new directions C. Monitoring results against plans D. Motivating people to meet new objectives E. Deviating from the plan |
3. C. Monitoring results against plans.
Good management brings about order and stability by formulating plans and objectives, designing structures and procedures, monitoring results against plans, and taking corrective action when necessary. Leadership involves recognizing and articulating the need to significantly alter the direction and operation of the project, aligning people to the new direction, and motivating them to work together to overcome hurdles produced by the change and to realize new objectives. |
Q: A well-defined project that encounters no significant surprises would require little:
A. Management
B. Leadership C. Monitoring D. Corrective action E. Controlling |
B. Leadership.
Well-defined projects that encounter no significant surprises require little leadership. |
Q: Which of the following groups of stakeholders place constraints on project work such as requiring permits to be secured, that work is built to code, or that safety standards are met?
A. Project sponsors
B. Government agencies C. Project managers D. Customers E. Top management |
B. Government agencies
Government agencies place constraints on project work. Permits need to be secured. Construction work has to be built to code. |
Q: Networks are mutually beneficial alliances that are generally governed by the law of:
A. Supply-demand
B. Brooks' law C. Reciprocity D. A squeaky wheel E. Risk-reward |
C. Reciprocity
Networks are mutually beneficial alliances that are generally governed by the law of reciprocity. The basic principle is that "one good deed deserves another, and likewise, one bad deed deserves another." |
Q: Which of the following would be defined as the ability or skill to perceive, assess, and manage the emotions of one's self and others?
A. Emotional stability
B. Coolness under pressure C. Emotional intelligence D. Empathy E. Management sensitivity |
C. Emotional intelligence
Emotional intelligence (EI) describes the ability or skill to perceive, assess, and manage the emotions of one's self and others. |
Renewal As an Antidote to Chronic Stress
Flat-Brain syndrom - https://books.google.ca/books?hl=en&lr=&id=hb9UDQAAQBAJ&oi=fnd&pg=PT63&dq=why+dentist+don%27t+listen+to+the+science&ots=DRkk3B4Ici&sig=iLMsg67sSS62pMzVvlAGfW4uUf0#v=onepage&q&f=false
Emotions Are Contagious - https://spark-public.s3.amazonaws.com/lead-ei/Boyatzis%20%26%20Smith%20%282012%29.pdf Strategies for Renewal and Building Resonant Relationships - http://iveybusinessjournal.com/publication/mindfulness-hope-and-compassion-a-leaders-road-map-to-renewal/#.UTjH3jcfkzI |
Medical Leadership: Doctors at the Helm of Change
Medical leadership also goes alongside with adequate team building activities and an appropriate sharing of decision power. (7) In this perspective, there is no room for an all powerful CEO (Chief Executive Officer) having nothing in common with the team he is leading. On the contrary, good medical leadership intrinsically depends on the acknowledgement of the important role of all the levels of healthcare workers involved in the functioning of a hospital. (7)
www.ncbi.nlm.nih.gov/pmc/articles/PMC2687916/
Psychological Manipulation Resources: https://www.bandbacktogether.com/master-resource-links-2/abuse-resources
There are some of many techniques that manipulators can use to gain power and control over their victim:
Medical leadership also goes alongside with adequate team building activities and an appropriate sharing of decision power. (7) In this perspective, there is no room for an all powerful CEO (Chief Executive Officer) having nothing in common with the team he is leading. On the contrary, good medical leadership intrinsically depends on the acknowledgement of the important role of all the levels of healthcare workers involved in the functioning of a hospital. (7)
www.ncbi.nlm.nih.gov/pmc/articles/PMC2687916/
Psychological Manipulation Resources: https://www.bandbacktogether.com/master-resource-links-2/abuse-resources
There are some of many techniques that manipulators can use to gain power and control over their victim:
Brandishing Anger, Covert Intimidation, Denial, Diversion, Feigning Confusion, Feigning Innocence, Evasion and diversion, Gaslighting, Guilt-Tripping, Isolation, Love-Bombing, Lying, Lies of Omission, Minimization, Mood Swings, Not Telling The Whole Story, Over-the-top aggression, Playing the Victim, Positive Reinforcement, Projecting the Blame, Punishment, Rationalization, Sarcasm, Seduction, Shaming, Spinning the Truth, Vilifying the Victim. http://www.bandbacktogether.com/personality-types-resources/
'I Wish I Didn't Have To Give This Talk...': John Kennedy Unleashes On Biden On Senate Floor Nov 17, 2021 |
Who Is Responsible for Change
This study provides empirical evidence of how the amount, sources, and contents of information to which people were exposed influenced their mental health and compliance with personal preventive measures at the initial phase of work resumption in China. Thoughtful consideration of information quality was found to play an important moderating role. Our findings may inform strategic risk communication by government and public health authorities during the COVID-19 pandemic
https://preprints.jmir.org/preprint/22596
Source:
.Associations of Mental Health and Personal Preventive Measure Compliance With Exposure to COVID-19 Information During Work Resumption Following the COVID-19 Outbreak in China: Cross-Sectional Survey StudyAssociations of Mental Health and Personal Preventive Measure Compliance With Exposure to COVID-19 Information During Work Resumption Following the COVID-19 Outbreak in China:
Cross-Sectional Survey StudyAuthors of this article:
Yihang Pan, Meiqi Xin, Changhua Zhang, Willa Dong, Yuan Fang, Wenhui Wu, Mingzhe, Li, Jun Pang, Zilong Zheng, Zixin Wang , Jinqiu Yuan. Yulong He,
https://preprints.jmir.org/preprint/22596
Source:
.Associations of Mental Health and Personal Preventive Measure Compliance With Exposure to COVID-19 Information During Work Resumption Following the COVID-19 Outbreak in China: Cross-Sectional Survey StudyAssociations of Mental Health and Personal Preventive Measure Compliance With Exposure to COVID-19 Information During Work Resumption Following the COVID-19 Outbreak in China:
Cross-Sectional Survey StudyAuthors of this article:
Yihang Pan, Meiqi Xin, Changhua Zhang, Willa Dong, Yuan Fang, Wenhui Wu, Mingzhe, Li, Jun Pang, Zilong Zheng, Zixin Wang , Jinqiu Yuan. Yulong He,
The Technocrats
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The Global Elite & The Coronavirus Coup D'état With Patrick Wood
The Editor Chief and Founder of Technocracy.news The Technocrats (since 1930s) who were pushing Technocracy globally have finally succeeded in springing the trap on the entire planet and in the process they've shut down the entire economic global economic system. In 1938, in the magazine they published called the Technocrat they said Technocracy is the science of social engineering. It's the scientific operation of the entire social mechanism to produce and distribute goods and services to the entire population. WayBackMachine https://web.archive.org/web/*/Technocrat Video The Global Elite & The Coronavirus Coup D'état With Patrick Wood https://www.bitchute.com/video/Hp1nrC5CAswn/ |
This Isn't His First Rodeo
.Video: TRUST ULTRA TRUST NAOMI https://odysee.com/@spacebusters:c9/In-Ultra-We-Trust:c . Having any disease consumes your energy, emotions, and finances. Plans for your future are put on hold as you spiral down ward to the depth of your despair; just ask any mother who cares for an Autistic child, a spouse who cares for a partner with Alzheimer's, Cancer, HIV, .... DEPOPULATION is not a new concept as history reveals how they destroy forests, devour animals, deplete fish stocks, pollute environments, .. but why introduce diseases to combat the population crises, is there no other solution? . The Real Anthony FauciBill Gates, Big Pharma, and the Global War on Democracy and Public commonground.ca/the-real-anthony-fauci/ |
Often referred to as “the father of public relations,” Edward Bernays in 1928 published his seminal work,
Propaganda, in which he argued that public relations is not a gimmick but a necessity:
"The conscious and intelligent manipulation of the organized habits and opinions of the masses is an important element in democratic society. Those who manipulate this unseen mechanism of society constitute an invisible government which is the true ruling power of our country. We are governed, our minds are molded, our tastes formed, and our ideas suggested, largely by men we have never heard of…. It is they who pull the wires that control the public mind'.
Yet propaganda had acquired a somewhat pejorative connotation (which would be further magnified during World War II), so Bernays promoted the term “public relations.” Drawing on the insights of his uncle, Sigmund Freud – a relationship Bernays was always quick to mention – he developed an approach he dubbed
“the engineering of consent.” He provided leaders the means to “control and regiment the masses according to our will without their knowing about it.”
To do so, it was necessary to appeal not to the rational part of the mind, but the unconscious.
Bernays’ publicity campaigns were the stuff of legend;
"They were using my books as the basis for a destructive campaign against the Jews of Germany. This shocked me, but I knew any human
activity can be used for social purposes or misused for antisocial ones".
Propaganda, in which he argued that public relations is not a gimmick but a necessity:
"The conscious and intelligent manipulation of the organized habits and opinions of the masses is an important element in democratic society. Those who manipulate this unseen mechanism of society constitute an invisible government which is the true ruling power of our country. We are governed, our minds are molded, our tastes formed, and our ideas suggested, largely by men we have never heard of…. It is they who pull the wires that control the public mind'.
Yet propaganda had acquired a somewhat pejorative connotation (which would be further magnified during World War II), so Bernays promoted the term “public relations.” Drawing on the insights of his uncle, Sigmund Freud – a relationship Bernays was always quick to mention – he developed an approach he dubbed
“the engineering of consent.” He provided leaders the means to “control and regiment the masses according to our will without their knowing about it.”
To do so, it was necessary to appeal not to the rational part of the mind, but the unconscious.
Bernays’ publicity campaigns were the stuff of legend;
- “Reach out and touch someone”
- “Finger-lickin’ good”
- To overcome “sales resistance” to cigarette smoking among women, Bernays staged a demonstration at the 1929 Easter parade, having fashionable young women flaunt their “torches of freedom.”
- He promoted Lucky Strikes by convincing women that the forest green hue of the cigarette pack was among the most fashionable of colors. The success of this effort was manifested in innumerable window displays and fashion shows. In the 1930s, he promoted cigarettes as both soothing to the throat and slimming to the waistline.
"They were using my books as the basis for a destructive campaign against the Jews of Germany. This shocked me, but I knew any human
activity can be used for social purposes or misused for antisocial ones".
Edward Bernays spirited the national campaign to fluoridate the water supply of America through the flouridationist of the public health services.
By James F. Tracy In the 1930s Edward Bernays was public relations adviser to the Aluminum Company of America (Alcoa). Alcoa’s principal attorney, Oscar Ewing, went on to serve in the Truman administration from 1947 to 1952 as head of the Federal Security Agency, of which the Public Health Service was a part. In that capacity Ewing authorized water fluoridation for the entire country in 1950 and enlisted Bernays’ services to promote water fluoridation to the public.[9] Bernays recalled the fluoridation campaign in which he was involved as merely another assignment. “The PR wizard specialized in promoting new ideas and |
products to the public by stressing a claimed health benefit,” explains journalist Christopher Bryson, who interviewed Bernays on the fluoride campaign in 1993.
“’You can get practically any ideas accepted,’ Bernays told me, chuckling. If doctors are in favor, the public is willing to accept it, because a doctor is an authority to most people, regardless of how much he knows, or doesn’t know … By the law of averages, you can usually find an individual in any field who will be willing to accept new ideas, and the new ideas then infiltrate the others who haven’t accepted it.’”[11] Neither the Environmental Protection Agency, the Food and Drug Administration, or any other regulatory agency to date has researched the long term internal effects of consuming fluorisilic acid, a by product of the phosphate fertilizer industry that is now the predominant stand-in for sodium fluoride given its relative low-cost.[22] In a world made increasingly uncertain by government and corporate engineers of reality and consent, the bureaucratic and scientific class’ responsiveness to the public welfare is illusory. The case of water fluoridation provides a compelling example of a plan to deceive and propagandize the masses. A full decade before President Eisenhower’s warning of “a permanent armaments industry of vast proportions,” the fluoridation of America’s water supplies was already in full play with the hidden foreknowledge among those in high places that such a campaign would almost certainly lead to the endangerment of public health for many generations to come.Water fluoridation is banned in many Scandinavian and European nations.[24] Yet it persists in the US, Canada, Australia, and numerous other countries throughout the world. The practice is sustained to a significant degree by the widely held myth Bernays designed and brought forth, by affirmative medical and regulatory authorities, and perhaps above all by a routinely unskeptical and compliant press. Not unlike the contradictory premises upon which psycho-social existence was predicated in Orwell’s 1984–ignorance is strength, war is peace, freedom is slavery–in the case of the West’s 60-plus year experiment with fluoridation, poison is treatment. Source: Video Mercury and Fluoride - The Dumbing Down Of A Population https://www.youtube.com/watch?v=e3ARhMPVu-A Read More 2030 UnMasked is a documentary revealing the connection between Covid-19, Vaccines, Masks, the Banking System, and the upcoming “Great Reset”. 2030unmasked.com/ Poison is Treatment: The Campaign to Fluoridate America https://www.globalresearch.ca/poison-is-treatment-the-campaign-to-fluoridate-america/31568 Fluoride: Killing Us Softly https://www.globalresearch.ca/fluoride-killing-us-softly/5360397 "Sodium fluoride is a dangerous poison and has been a primary active ingredient in a wide variety of insecticides and fungicides.[2] The substance bioaccumulates in mammals, has been linked to dulled intellect in children [3] and is a cause of increased bone fractures and osteosarcoma. Further, recent studies indicate that fluoride's role in preventing cavities through ingestion [4] or even topically [5] is close to non-existent.[2]" |
This episode is about Freud's American nephew Edward Bernays Bernays is almost completely unknown today but his influence on the 20th century was nearly as great as his uncle's because Bernays was the first person to take Freud's ideas about human beings and used them to manipulate the masses
he showed American corporations for the first time how they could make people want things they didn't need by linking mass-produced goods to their unconscious desires out of this would come a new political idea of how to control their selfish desires one made them happy and thus dohsa it was the start of the all-consuming self which has come to dominate our world today. |
So why do so few leaders succeed in understanding the esoteric ingredients of innovation? And how do you ensure that creativity is not just a quixotic project, but remains anchored to an evidenced-based effective innovation methodology?
1) Solve relevant customer issues 2) Ask ‘what-if’ to spark radical thinking 3) Maintain a high pace 4) Bring back business, not ideas 5) Experiment |
Gijs van Wulfen Author and Founder of the FORTH Innovation Method
https://theleadershipnetwork.com/article/innovation-management/innovation-leadership example One: What do children get from the experience of music. Discipline, Power, Belonging and Beauty, things the children of today lack. www.youtube.com/watch?v=zKZAfDcU6BQ |
Communication Professor Reacts to Bill Gates Interview on PBS
Weekly videos on leadership and communication skills for your
professional development: Presentation Skills, Conversation Skills, Group Leadership Skills, & Leadership Skills. LINK: https://www.youtube.com/watch?v=PVX_mLU7GW8 "Hinky" misalignment of non-verbal leakage Watch as this full-time, tenured professor at a state college in New York. reacts to Bill Gates's interview answers about Jeffrey Epstein on PBS with Judy Woodruff. Video: Communication Professor Reacts to Bill Gates Interview on PBS https://www.youtube.com/watch?v=79ExQWKb2vA. Dr. Todd Grande
Bill Gates's Divorce, Conspiracy Theories & Link to Jeffrey Epstein? Bill Gates's Divorce, Conspiracy Theories & Link to Jeffrey Epstein? |
Bill Gates's Divorce, Conspiracy Theories & Link to Jeffrey Epstein? Bill Gates's Divorce, Conspiracy Theories & Link to Jeffrey Epstein? Facebook https://www.facebook.com/watch/?v=166325808793429
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"The question of the public safety of fluoridation is non-existent
from the viewpoint of medical science." - Robert Kehoe, 1957
from the viewpoint of medical science." - Robert Kehoe, 1957
fluoride science is
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It's a racket fluoride defenders will say there's two stories
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The stories are braided very tightly and very profoundly and they're braided from the beginning the very first suggestion that fluoride be added to public water supplies was made by a researcher Gerald Cox at the Mellon Institute in Pittsburgh. Cox became interested in fluoride because of the suggestion of Francis Ferrari that's the letter I uncovered Francis Ferrari is the director of the aluminium laboratory for the Aluminum Company of America heis concerned about fluoride pollution around aluminum plants he's very concerned about what the fluoride is doing to the the workers inside these aluminum plants but his suggestion to
Gerald Cox is to look at fluorides dental effects and it's upon the basis of that suggestion that Gerald Cox makes his proposal to add fluoride to public water supplies right at the very source of the stream you find the aluminum industry. Video: Fluoride Deception: Introduction (1 of 6) In this video, award-winning journalist Christopher Bryson examines one of the great secret narratives of the industrial era; how a grim workplace poison and the most damaging environmental pollutant of the cold war was added to our drinking water and toothpaste.
Gerald Cox is to look at fluorides dental effects and it's upon the basis of that suggestion that Gerald Cox makes his proposal to add fluoride to public water supplies right at the very source of the stream you find the aluminum industry. Video: Fluoride Deception: Introduction (1 of 6) In this video, award-winning journalist Christopher Bryson examines one of the great secret narratives of the industrial era; how a grim workplace poison and the most damaging environmental pollutant of the cold war was added to our drinking water and toothpaste.
If Humble People Make the Best Leaders, Why Do We Fall for Charismatic Narcissists?
Harvard Business Review
- Margarita Mayo
People are drawn to those who look and act the romanticized role of the leader. But charismatic leadership can have a dark side.
A leader’s narcissism reduces the exchange of information among team members and often negatively affects group performance.
A leader’s narcissism reduces the exchange of information among team members and often negatively affects group performance.
- personalized vs socialized charisma.(Socialized relationships, on the other hand, are established by followers with a clear set of values who view the charismatic leader as a means to achieve collective action. )
Intellectual Humility
- without humility, you are unable to learn. https://hbr.org/2014/05/the-best-leaders-are-humble-leaders
- The Best Leaders Are Humble Leaders by Jeanine Prime and Elizabeth Salib
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If you expect to achieve your goals if you expect to reach your potential if you expect to have your dreams come true, you need to become a master of visualization.
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We allowed them to have this alpha position and they did not fulfill their responsibilities of the Alpha, they're supposed to sacrifice themselves for us never sacrifice us for themselves, this is why we're angry and offended and don't trust them they fail ...
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If you've ever had a feeling of happiness, pride, joy, love, fulfillment, all of these feelings that we have are chemically produced feelings and they're produced by four chemicals. Predominantly, these are the basically responsible for all of the feelings that I would generically call happiness they are endorphins, dopamine, serotonin, oxytocin, and cortisol.
dopamine comes with a warning dopamine is highly, highly, highly addictive here are some other things that release dopamine alcohol nicotine gambling your cell phone... serotonin is the leadership chemical is the responsible for feelings of pride and status ... when we assess that someone else is the Alpha we voluntarily take a step back and allow them to eat first...but leadership alpha comes at a cost ...if you're not willing to give up your perks when it matters then you probably shouldn't get promoted, you might be an |
authority but you will not be a leader, leadership comes at a cost ... Oxytocin this is the best chemical of all ...
Researcher Management and Leadership Training by University of Colorado System AP Anne M. Libby, PhD
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Researcher Management and Leadership Training: Coursera, University of Colorado Anne M. Libby, PhD
Course Development Funded by grants from: The Doris Duke Charitable Foundation Medical Research Program. The Colorado Clinical and Translational Sciences Institute
And also supported by:Department of Emergency Medicine, University of Colorado School of Medicine, Anschutz Medical Campus
Center for Women's Health Research, University of Colorado School of Medicine, Anschutz Medical Campus
Our academic health centers must incorporate training in teamwork, as well as support for mentoring and research, into the structures and incentives at the organizational unit and university level. Only then will faculty, mentors, and systems be aligned and prepared for success in careers focused on advancing human health. This course is for early career researchers and mentors who believe that modern scientific careers require management skills and want to be research leaders. This curriculum gives you skills to effectively implement funded projects, thereby enhancing your career success. Research leaders take on a number of new roles, rights, and responsibilities--as scientific leaders, financial administrators, managers, and mentors. In this course, we explain how to optimize the people, teams,
Assess the importance of management and leadership skills, and identify approaches to optimize resources when building a research career.
five practices of exemplary leadership.
1. Model the way - clarify your values, align your actions and words...
2. Inspire a shared vision - that is noble, bold, innovative, and impactful by ... improving human health ...appeal to shared visions/wishes though a common V
3. Challenge the process - optimizing, seeking new ways to grow/improve/change..take the risks, accepting failures along the way
4. Enable others to act - by giving trust and responsibility to others
5. Encourage the heart - convey hope and appreciation for efforts
The Five Practices of Exemplary Leadership http://www.leadershipchallenge.com/
The Leadership Challenge, Kouzes and Posner
www.youtube.com/watch?v=kUVV3398acQ
Kouzes JM, Posner BZ. (2017) The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations, 6th ed., Hoboken, NJ: John Wiley & Sons.
"For anyone who wants to improve their leadership, The Leadership Challenge is the perfect book for you." (The association of MBA's, June 2017)
https://www.amazon.com/Leadership-Challenge-Sixth-Extraordinary-Organizations/dp/B071V5JHBB
The Culture Code: The Secrets of Highly Successful Groups ...https://www.goodreads.com/book/show/33517721-the-culture-code
Identify key financial and administrative responsibilities for researchers, including regulatory compliance, financial reporting, and budgeting.
Understand how to effectively manage a research group: hire new people, manage existing employees, and engage teams to cultivate a positive culture.
Compare key responsibilities for mentors and mentees, strategically build mentorship teams, and enhance mentorship using coaching and sponsorship.
Course Development Funded by grants from: The Doris Duke Charitable Foundation Medical Research Program. The Colorado Clinical and Translational Sciences Institute
And also supported by:Department of Emergency Medicine, University of Colorado School of Medicine, Anschutz Medical Campus
Center for Women's Health Research, University of Colorado School of Medicine, Anschutz Medical Campus
Our academic health centers must incorporate training in teamwork, as well as support for mentoring and research, into the structures and incentives at the organizational unit and university level. Only then will faculty, mentors, and systems be aligned and prepared for success in careers focused on advancing human health. This course is for early career researchers and mentors who believe that modern scientific careers require management skills and want to be research leaders. This curriculum gives you skills to effectively implement funded projects, thereby enhancing your career success. Research leaders take on a number of new roles, rights, and responsibilities--as scientific leaders, financial administrators, managers, and mentors. In this course, we explain how to optimize the people, teams,
Assess the importance of management and leadership skills, and identify approaches to optimize resources when building a research career.
five practices of exemplary leadership.
1. Model the way - clarify your values, align your actions and words...
2. Inspire a shared vision - that is noble, bold, innovative, and impactful by ... improving human health ...appeal to shared visions/wishes though a common V
3. Challenge the process - optimizing, seeking new ways to grow/improve/change..take the risks, accepting failures along the way
4. Enable others to act - by giving trust and responsibility to others
5. Encourage the heart - convey hope and appreciation for efforts
The Five Practices of Exemplary Leadership http://www.leadershipchallenge.com/
The Leadership Challenge, Kouzes and Posner
www.youtube.com/watch?v=kUVV3398acQ
Kouzes JM, Posner BZ. (2017) The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations, 6th ed., Hoboken, NJ: John Wiley & Sons.
"For anyone who wants to improve their leadership, The Leadership Challenge is the perfect book for you." (The association of MBA's, June 2017)
https://www.amazon.com/Leadership-Challenge-Sixth-Extraordinary-Organizations/dp/B071V5JHBB
The Culture Code: The Secrets of Highly Successful Groups ...https://www.goodreads.com/book/show/33517721-the-culture-code
Identify key financial and administrative responsibilities for researchers, including regulatory compliance, financial reporting, and budgeting.
Understand how to effectively manage a research group: hire new people, manage existing employees, and engage teams to cultivate a positive culture.
Compare key responsibilities for mentors and mentees, strategically build mentorship teams, and enhance mentorship using coaching and sponsorship.
What good groups do.
They move at speed, information flowing through the entire group solving problems in real time that's what great groups do. They're not paying attention to values, mission, or purpose, they're sharing accurate information and signals of direction. How to speak connection, learning how to speak, vulnerability and learning how to speak, story. the two most important factors of group performance is status management and safety. Safety is not just some atmospheric feeling it is the core of good group performance it is by far the most important factor it makes you smarter that moment of connection. Groups work faster and because when they don't care and they're not worried about who is in charge they're able to iterate and innovate more rapidly which gives you better feedback.... The Bad Apple Study. |
Coworkers empowering coworkers. I could give you 200 bucks just for being a good guy and I have a budget to do that which is interesting it's sort of taking that bonus idea and giving it to the people rather than having it be descend from the papal seat it actually is in control and a lot of organizations do that and I find that fascinating right now.
Trust
You need to work together and Trust is low. Go ahead and somehow identify a person now let me ask you the same questions and if you would just write down your first thoughts that come to you. Wat is it like to work with this person with whom there's low trust, what's it like to communicate with them, how long did it take to get things done and what kind of results are you able to achieve. - Stephen Covey The Speed of Trust
You need to work together and Trust is low. Go ahead and somehow identify a person now let me ask you the same questions and if you would just write down your first thoughts that come to you. Wat is it like to work with this person with whom there's low trust, what's it like to communicate with them, how long did it take to get things done and what kind of results are you able to achieve. - Stephen Covey The Speed of Trust
The four most important aspects of leading as a manager: Getting advice, listening, being direct, and looking forward.
1. Let's start with getting advice. First, ask for help. Second, seek mentors. Third, say thank you.
A better way to word the same question. How do I change the chair's mind about giving me more lab space? Instead ask, what can I do to show the chair that I can use more lab space more efficiently?
3. Be direct; don't delay, set clear expectations, explain your plan for following up.
1. Let's start with getting advice. First, ask for help. Second, seek mentors. Third, say thank you.
A better way to word the same question. How do I change the chair's mind about giving me more lab space? Instead ask, what can I do to show the chair that I can use more lab space more efficiently?
3. Be direct; don't delay, set clear expectations, explain your plan for following up.
project
|
funding agency |
Key personnel |
grants management specialist |
Depending upon the magnitude of the overall budget cut,
you may find that it is not possible to carry out the complete scope of your proposed project within the budget that has been awarded. In such cases, yu will need to have a detailed discussion with your project officer to agree upon what aspects of the project should be scaled back. The project officer is most focused on the scientific aspects of your project and can address questions from you about what is permitted scientifically within the limitations of the program under which your project is funded. This individual will also make decisions about changes in scope of the funded project and scientific approvals for requested changes in the budget or specific items of expenditure. One, it is your responsibility to cite the grant number in your manuscript and to disclose to the publishing house or journal that the manuscript contains federally funded research findings. |
You must obtain the approval of the funding agency if you will be changing any
of the proposed aims. This is called a change of scope. You cannot simply make these determinations by yourself and move forward. Throughout your project, you will be reporting on the progress you have made towards accomplishing each of your funded goals as were described on your specific aims page of the grant. If you have eliminated or scaled back an aim without approval, and therefore do not report on it, your funding agency may inquire and potentially impose penalties. The section of your award notice titled special terms and conditions is an important area for you to read through carefully. This section will detail any special reporting requirements related to deadlines. For example, it is common that subsequent years of funding are conditional on documenting adequate progress. The instructions for progress reporting will be detailed in this section. Obviously, it is important for you to note this and the deadline by which you are required to submit. If the funding agency is imposing any special restrictions on spending, it will also be detailed in this section |
Key personnel will be specifically identified in this section of the award
notice, and there will likely be some language that details what types of changes in key personnel will require funding agency prior approval. To refresh your memory, key personnel are those individuals specifically identified in your project as providing key contributions to the proposed research. These individuals have specialized technical knowledge or skills that will enhance the likelihood of success. These individuals typically have advanced academic training and degrees. |
Lastly, there should be a page which specifically provides the names and
contact information for the project officer and the grants management specialist that are assigned to your award. These two individuals work as a team, and approvals typically require the input of both individuals. The grants management specialist carries out the project officers approvals within the confines of what is allowable by policy for The Institute and the specifics of the program under which you are funded. Typically, you are asked to submit your request in writing through your institution's sponsored projects office. This can come after a telephone call with your project officer to discuss the specifics of your situation and better understand what may or may not be permitted. Remember to include your name, SPI, and your grant number on all correspondence with your funding agency. You must wait to receive a formal revision or written approval from the funding agency. For example, proper procedure on the modification of funded aims would require you to detail the proposed changes in writing, and have that correspondence officially submitted to the funding agency through the institution sponsored projects office. Simply having the discussion about the need to modify your specific games does not constitute approval. |
Be prepared to seek out the appropriate institutional resources to help you
navigate these new waters. Your institution should officially assign a person in the sponsored projects office to your project. This person should be a primary resource for assistance if you are uncertain about any requirements listed in your notice of Grant award. Additionally, your fellow colleagues and individual administrators within your research departments are certainly useful resources. |
To make things worse each year, it seems additional certifications,
trainings or changes in policy increase the burden on compliance and reporting. This session will provide you some strategies to help you be successful in these reporting obligations as the research leader or PI. |
progress reports.
www.assignmentpoint.com/business/organizational-behavior/conflict-workplace.htmlFor the National Institutes of Health, referred to as the NIH, the progress report is due 60 days prior to the beginning of the next budget period. The NIH report is referred to as the RPPR or Research Project Progress Report. The NIH imposes a specific reporting format and a specific reporting system that you must use to submit your report.
A report on your budget is not required in the NIH RPPR. However, different funding agencies may be interested in how you spent the budget and
may require to report on that. The expectations for the frequency of reporting, the reporting deadlines and the submission process should be outlined in your notice of award.
Financial Conflicts of Interest
The federal government requires that institutions establish and administer a financial conflict of interest disclosure policy to promote objectivity and research.
A conflict of interest means that you, as the investigator have a financial incentive or the appearance of potential financial gain from the findings or outcomes of the research. Think for a moment about whether these situations might influence your study.
reporting of research are disclosed and managed. The government has defined minimum disclosure thresholds, but your individual institutions may adopt policies that are more rigorous.
Disclosures must be reported annually or more frequently if certain financial activities have occurred. Your own institutional policies will guide you through the correct reporting frequency. As noted, conflicts may arise from others within your direct family unit. Therefore, you must also disclose certain financial interest obtained or held by your spouse or dependent children. It's important that you inquire about your institution's financial conflict of interest policies as well as the process for disclosure.
General areas of concern are paid board positions at corporate institutions that fund research, holding stock equity in corporate institutions that fund research
or paid speaking and travel engagements. Conflict of interest training is designed to make you aware and your institution aware of situations and relationships that can possibly influence your research work or might have the appearance of influence. Conflict of interest goes beyond financial gain and also includes relationship such as unfunded or voluntary board positions. Education to support unbiased research and disclosure are the main goals.
A report on your budget is not required in the NIH RPPR. However, different funding agencies may be interested in how you spent the budget and
may require to report on that. The expectations for the frequency of reporting, the reporting deadlines and the submission process should be outlined in your notice of award.
Financial Conflicts of Interest
The federal government requires that institutions establish and administer a financial conflict of interest disclosure policy to promote objectivity and research.
A conflict of interest means that you, as the investigator have a financial incentive or the appearance of potential financial gain from the findings or outcomes of the research. Think for a moment about whether these situations might influence your study.
- Your spouse is employed by the company whose drug you are studying.
- Or you have an ownership share of a pharmaceutical company whose drug you were studying.
reporting of research are disclosed and managed. The government has defined minimum disclosure thresholds, but your individual institutions may adopt policies that are more rigorous.
Disclosures must be reported annually or more frequently if certain financial activities have occurred. Your own institutional policies will guide you through the correct reporting frequency. As noted, conflicts may arise from others within your direct family unit. Therefore, you must also disclose certain financial interest obtained or held by your spouse or dependent children. It's important that you inquire about your institution's financial conflict of interest policies as well as the process for disclosure.
General areas of concern are paid board positions at corporate institutions that fund research, holding stock equity in corporate institutions that fund research
or paid speaking and travel engagements. Conflict of interest training is designed to make you aware and your institution aware of situations and relationships that can possibly influence your research work or might have the appearance of influence. Conflict of interest goes beyond financial gain and also includes relationship such as unfunded or voluntary board positions. Education to support unbiased research and disclosure are the main goals.
Examples of typical trainings and reports required to conduct your research or to comply with the conditions of your funding agency.
NIH public access reporting policy.
In order to allow public access to the results of federally funded research, the NIH public access policy was implemented in 2008.
If you hold a grant that is funded by the National Institutes of Health, you are required to acknowledge the federal government's assistance in funding your research.
This is done by acknowledging the grant number in your manuscript and disclosing to the publishing entities that the research has been federally funded.
The policy states that a full text copy of your published manuscript must be deposited no later than 12 months after acceptance for publication in the National Library of Medicines Online Central Database called PubMed Central. Once completed a PubMed Central ID number is assigned.
PubMed Central is a separate database from PubMed. It is a database containing full text access to publications of all federally funded research following under the public access policy. If you identify a reference in PubMed that is also in PubMed Central, there will be a link in PubMed to the corresponding full-text article in
the PubMed Central database.
- One, it is your responsibility to cite the grant number in your manuscript and to disclose to the publishing house or journal that the manuscript contains federally funded research findings.
- And two, whoever's assigned as the corresponding author for the project has an obligation to complete a future approval step in the NIH manuscript system.
the publisher will submit the manuscript to the NIH manuscript system, but the designated author has a responsibility to approve it in that system.
Failure to complete this step will cause your manuscript to stall at this stage and not move along to the PubMed Central Database.
ClinicalTrials.Gov. (project is considered human subjects research,)
Similar to PubMed Central, the US government mandates that summary results of all federally funded clinical trials are available to patients, their family members, healthcare professionals, researchers and the public through a system called ClinicalTrials.Gov. Like PubMed Central,
this system is also maintained by the National Library of Medicine at the NIH. The database does not contain information on all studies, because not all studies are required by law to be registered into the system. For example, observational studies and trials that do not study a drug biologic or device are not required to be entered into the system.
Effort report
The federal government requires that institutions develop procedures to document time and effort for all employees whose salaries are paid by federally funded grants. Therefore, it is likely that your institutions have an effort reporting policy and system in place. The policy dictates reporting at least twice annually, but institutions may develop schedules that are more frequent. Policies must allow for identification of committed effort by separate projects and must distinguish between externally funded effort, and internally funded effort. Most systems will report your effort to you based upon the distribution of your salary in their payroll systems and ask you to certify its accuracy. There are a few important points to consider while reviewing your effort reports.
- First is that you need to understand that you are certifying a legal document that will be used in the event of an audit to verify your effort to the project and
information based off the receipt of a new grant or may allocate salary to another project simply because there are funds remaining in that budget period.
If you know that you have not yet begun work on a project or I've never provided that for to a project that is on your effort report, you should initiate a conversation with your administration. It may turn out that this is correct and you were simply unaware that one of the projects you are providing effort to is funded by a grant or
it may be that there was an error made, and needs to be corrected. In either event, it is important for you to understand how your salary is distributed. Depending upon the intensity of a potential audit, an auditor may actually ask you to show work products that document your contributions to the project.
- The second point to consider is that it is illegal to allocate more than 100% of your salary to projects. The effort reports should provide the percentage of your salary that is allocated to each funded project and what is allocated to institutional support. If the total exceeds 100%, you need to initiate a discussion with your administration to correct your salary distribution.
if your project involves human participants or the use of vertebrate animals, then you will be required to provide a copy of the appropriate institutional
approvals to your funding agencies. For human subjects research a standardized training is required to be completed and documented before initiating any activities. The training curriculum is typically online and may take several hours to complete. General topics covered will be a historical review of human
subjects research including the major abuses and atrocities that have led to the necessity to develop structure and regulations around the conduct of research involving humans.
You will review basic ethical principles and you will learn the role and related processes of the Institutional Review Board or the IRB. Typically institutions will have their own IRB or will use a for-profit IRB to manage the review and approval of human subjects research projects being conducted at their sites. In recent years new funding opportunities have mandated the use of a single IRB that is responsible for consolidating the individual human subjects research protocols at each site included in a multi-site study. The single IRB will then conduct a consolidated review and approval for all sites simultaneously. The application instructions will typically outline the IRB requirements if submitted projects are anticipated to be at multiple sites. In addition to requiring confirmation that the funded research has IRB approval funders will typically ask for confirmation that individuals involved in the conduct of studies involving humans have completed the required trainings.
This specifically applies to anyone who is paid from the grant and integrally involved in conducting the research such as key personnel, research faculty, research staff, trainees or students. Many institutions record and track trainings in a central database and can provide a report documenting completion. I recommend that you confirm with your institution if they retain a record of your training or if you are responsible for that.
Similar issues and processes must be managed around research involving animals. Policies generally require that you complete institutional training around
the proper use and care of animals before being permitted to conduct your research. General topics covered in the trainings will include the ethical use of animals,
proper feeding and care, housing procedures, humane methods of euthanasia and infection control. However, unlike the requirement to actually provide documentation for completion of human subjects research training most funders will rely on institutions to track the trainings around animal research and will not ask for the documentation. But they will certainly ask for confirmation that the animal protocols associated with the funded research have been approved by the appropriate institutional committee.
In the United States there are set standards for these committees and the processes they must follow to document approval. The committee's are called Institutional Animal Care and Use Committees or IACUC's. The IACUC is an institutional committee tasked with reviewing and
approving proposed animal research protocols. Prior to being permitted to perform research involving animals you will have to have completed the required training and be specifically named on an IACUC Approved Animal Protocol.
Alison - Regulatory Compliance - Part 1-6
- https://wlcollins.weebly.com/clinical-evidence.html
As a research leader, you will need to make sure that you are meeting the administrative and financial obligations required of this position. You need to follow your money very closely. You want to keep track of all of your expenses on your own, double-check your bills as charges are often allocated to the wrong investigator or money transfer sent to the wrong accounts. Remember, you are the only one who will always watch your own bottom line. Do not rely on your grant's administrator to do anything. Make sure to keep in close contact with the granting agency to stay up to date of all requirements. Then make sure to be in touch in advance with grants and contracts for anything that is needed from them. For submission of new grants, let your administrative office for grants and contracts know at least two months in advance, to make your life easier and your grant of higher quality.
Underspending Grant Money
Why underspending can be worse. In most cases if the funds are not spent by the end of the project period you lose the opportunity to spend the remaining balance. This is bad for two reasons.
- One you have lost the opportunity to utilize the financial assets to advance your research.
- two your institution which relies on the overhead fees it charges the funders for each dollar you spend has lost the opportunity to earn those funds on your Grant dollars to enrich the research environment, that is so critical to your success.
New kind of budget called a functional budget, because you will use this to manage your project finances. I will explain how it is used differently than the budget you proposed in the grant application
- A functional budget represents the budget you will actually follow throughout the year to conduct your research.
- This budget will incorporate your best projections of how your funds will be spent within those categories (Salaries Travel Subcontracts).
- I start by creating 12 columns that represent each month of the 12-month budget period, and I populate each of those columns with the predicted monthly expenses for each budget category.
- For cost flows that are difficult to reliably predict, I will typically take 1/12 of the budgeted category total and place that into each month for that budget category. (salary, consultants, and general project supplies. )
- You must be sure that the sum of the monthly projected expense amount equals the total available funds for that budget category.
- Each month, you should be looking at the financial reports for your project and updating your projected expenses for the month with the actual expenses.
- $30,000 supplies budget would be spent each month. So you simply predicted $2,500 per month for the 12-month budget period. After several months of tracking actual expenses, you have discovered that you typically only spend $1,800 per month. Now you have new information that allows you to update the future projected monthly supplies expenses, you can reduce the monthly prediction from 2,500 to 1,800. You now have some predicted savings in this budget category that you can allocate elsewhere as appropriate.
Lastly, for you as the research leader or PI, you have a responsibility to oversee the subrecipient's project performance and approve the subrecipient expenditures. This process is called subrecipient monitoring and it is an important obligation that more funding agencies are paying critical attention to through audits. Things to be aware of are
Some grants allow remaining funds to be *automatically* carried to the next year and added to that budget period’s funds. Some grants require you to specifically *request* carry forward of unspent funds--if so, find out in advance when this request must be made. Other grants simply don’t allow carry forward at all, so it’s a “use it or lose it” situation.
NCE stands for no cost extension. This refers to the process of extending the last year of a multi-year grant in order to fully complete the project. This means that you are essentially asking for more time to complete a scope of work, but with no additional funds.
- A, invoicing for salary expenses when you know through conversations and progress reports that no activities during the invoice period have been conducted. This is not an uncommon practice in subcontracts, but it is something auditors are now paying close attention to.
- B, you must be able to demonstrate to auditors that you are receiving regular progress reports from your collaborator
Some grants allow remaining funds to be *automatically* carried to the next year and added to that budget period’s funds. Some grants require you to specifically *request* carry forward of unspent funds--if so, find out in advance when this request must be made. Other grants simply don’t allow carry forward at all, so it’s a “use it or lose it” situation.
NCE stands for no cost extension. This refers to the process of extending the last year of a multi-year grant in order to fully complete the project. This means that you are essentially asking for more time to complete a scope of work, but with no additional funds.
Facilities and Administrative Costs, sometimes called “overhead” (and abbreviated F&A). These are almost always listed at the bottom of a budget, but they are generally large amounts. These are costs that your institution is permitted to charge to your grants, and is set by the institution or the funder.
While it is not required that the total amount of each budget category exactly equal what is noted in your grant award, it is critical that the total of your budget column is equal to the total grant award so that you are starting with a balanced budget “Variance” shows the *difference* between the *budgeted* amount for the row and the *total* for the row. This allows me to easily see projected overspending or underspending for each row. Where you can find the actual expense data will depend upon your institution and the reports that are available to you. At my institution, our sponsored projects office generates certain automated reports that are sent out to the PI’s as well as the fiscal contacts for each grant…..someone in your department whose name was listed as an administrative contact for you The process of using a financial detail report in order to update your functional budget is called “reconciliation” or reconciling my functional budget using the financial detail report. As research leader you are personally responsible for all the expenses that are charged to your grant. You may be able to delegate the task of expense reconciliation, but you cannot give away responsibility! PPT-6 slides Budget Template.pptx RESOURCE sample grant budget template.xlsx Copy of RESOURCE Sample Financial report--PDF.pdfPDF File |
how your mindset affects your management capabilities,
and promote or hinder good decision-making. An author named Julia Galef has provided us with some great information about how mindset can affect decision-making and management. She offers us two perspectives or mindsets that affect your effectiveness in managing anything, quite frankly. In resources for this module, we provided a link to her lecture and to her book called The Scout Mindset. So consider this in your author's terms. Are you soldier with the soldier's mentality, as she defines it, or are you a scout? In this context, what is a soldier? A soldier is an individual who has a mindset that is more reflexive in thinking, one who reacts to challenges. Very typically, a soldier will apply what is called motivated reasoning in their decision-making. In that they are biased by what they want in a specific way, things are either right or wrong relative to their mission or goal. Someone might be with them or against them. Likewise, rules or constraints on their goals may be perceived as friend or foe. In contrast, a scout is more focused on understanding reality, and the context in which a person pursues their goals. A person who thinks like a scout has a mindset that is driven to learn and to learn whether their current beliefs or opinions are supported by facts or not, making your current perspectives right or possibly wrong. A scout mindset characterizes people who are typically curious, non-judgmental, and also grounded at the same time. As the name suggests, a scout looks up and sees the immediate issues and also higher-level context for those issues. So let's consider how to cultivate a scout mindset. This involves being aware of your own biases and being more curious and oriented to learning, to checking out our assumptions and judgments, and open to the results you find. It is helpful to have a thinking partner, whether a mentor, coach, peer, or all of these to help you examine these beliefs and how you might demonstrate a scout mindset by your behaviors. I have seen people use a scout mindset that resulted in good judgment. This approach is consistent with other best practices in management such as having learning conversations and with leadership such as having self knowledge. I found that this approach can help you manage a team, manage a study, and manage compliance demands with success. |
Resource: Referenced Galef TEDTalk https://insights.humancapital.aon.com/talent-assessment-blog/motivated-reasoning-are-you-a-scout-or-a-soldier
Authors Beaufort Longest and Kurt Darr suggest that in management choosing is defined as the act of making your decision. Principal investigators are both problem solvers and decision-makers and conditions that initiate problem solving can be viewed as perceived opportunities or threats. For example, there is a crisis. There has been a deviation or there is improvement that is needed. You will find Longest and Darrs' book titled, Managing Health Services Organizations and Systems in these modules resource list. They break problem analysis and associated decision-making into three parts. To begin, problem analysis involves recognizing and defining circumstances that need action. This can be as small as a test you're conducting or as large as changing the focus of your study all together and then implementing and evaluating an alternative that you've chosen to address the issue. When you're conducting problem solving, these authors suggest three steps.
What personal experience or bias might I have regarding this issue? And third, what are the importance or risks associated with this problem? These same questions can be applied to focus of your research and your resulting grant proposal. |
an approach to comparing
possible alternative solutions to a problem you face. Identifying possible alternative solutions is key in problem-solving and managerial decision-making. After you have collected information needed to make a decision, you must next evaluate the benefits of each alternative solution. A critical distinction is between your needs and wants. It's very important to differentiate between these two, because they can get you into trouble. Longest and Darr offer some great wisdom around understanding needs and wants.
Let me give you some examples.
is funded by the federal government, and is subject to cost principles with universities, that would be circular A21.
actually be made to the original budget. A financial analysis has been conducted to confirm the needed change. The scout or PI is able to evaluate the advantages and disadvantages associated with the needed change. A want that often arises during the conduct of a research project, is to modify the actual scope of work, from the original proposal submitted to the sponsor. A scout will want to demonstrate a modification is going to be consistent with the overall goals of the proposed budget, and is consistent with the goals of the granting institution. Pursuing a wanted change in a scope of work can be challenging from a political perspective. The scout or PI will want to understand those political forces with pursuing such a change. This can be achieved through the development of excellent working relationships with everyone involved in the project; the program officer, institutional compliance offices, and the project team.
Principal investigators can find themselves under a great deal of pressure to make changes in their projects. This is particularly true in the financial management of a research project. A common example is borrowing resources from one project to support another project. A soldier's approach to just such a challenge is to make the change without understanding the consequences.
you're ultimately held responsible for everything that happens in your project. Protect yourself by understanding the results of your actions. Remember the advice that you get to make choices, but you don't get to choose the consequences of those choices. We are cultivating this more strategic view of managerial decision-making by thinking of choices and downstream associated results. |
Your responsibilities as research leader
Peer Acceptance
Personal preferences Politics let's turn to selecting and implementing solutions. First, you need to know that as the research leader or principle investigator, people look to your experience, knowledge, judgment, reputation, and competence. That may be a new experience for early career researchers who may feel quite junior, but know as principal investigator, other people look to you for answers and decisions. Because of this leader role, take care to be aware of and manage your personal biases. Can you consider all perspectives when you're making a decision around your study and take those into consideration? Your value, systems and philosophies are typically known by your team, and they will impact your decisions. In other lectures, you were told that getting excellent mentoring includes knowing and communicating your values and goals. This can be true for decision-making that affects other people like your research team or institution. Finally, these wise authors help identify factors that influence your decisions can be grouped into two areas, external influences and internal influences.
peer acceptance and authority. Another set of influences are more context-specific. For example, time. How fast you have to move? Importance, do you know how important that problem is? Risk, what will happen if there is no solution? Have you done a cost-benefit analysis and would your solution pass such a test? |
the groups that actually evaluate
a grant proposal on behalf of the funding agency, are experts in your field, and they're going to understand what's going on in that field, and whether or not what your proposal is going to do is co-gen with the area. So remember that, because it's a small world, research is a small world and it doesn't mean your ideas aren't worthy of funding and studying, just keep in mind that you have to a have unique a question to answer about the topic with each proposal. Then you'll do fine. Taking money from one project and using it for another. It's easy to do if you have the fiscal responsibility and capability of moving that money, because you are the PI on the different projects. It is also very typically against regulatory compliance to do that. If you're having financial problems with your project, again, work with your grant's manager, work with your department, talk to your program officer about modifications that you think need to happen. Taking money from another project to fund tasks or responsibilities in this project, can get you into a lot of trouble with your funding agencies, and it will be found in an audit. So I want to be sure that when I answer this question, folks understand that's auditable and it has to be reported to the agency, if it's been done without their permission. That's a big one. Being careful to stay within your budget and not borrow from other projects. |
In short, motivated reasoning is the unconscious motivation that shapes the way we interpret information. The two very different mindsets we can have are described by Galef as the 'soldier' and the 'scout'. ... The 'scout' mindset is more likely to be based curious, enjoy learning new things and like solving puzzles.Jun 15, 2018
Motivated Reasoning: Are You a 'Scout' or a 'Soldier'? “How do I build a workforce that is agile, resilient, and capable of change?”
https://insights.humancapital.aon.com/talent-rewards-and-performance/aon-hr-forecast-2020-article |
Anne Setting Expectations - Part 1
An effective manager will follow which of the below practices?
1. Require daily email updates from team members. This should not be selected Incorrect! Structured email reports are a good tool to hear how employees are doing on their work, to verify their work priorities for the week, and to be informed about the expected timeline for this work. However, the frequency of emails varies depending on the manager’s preference, the kind of work the employee does, and the volume of information they need to share.
2. Make decisions on their own to define effective group procedures. This is wrong. It should not be selected.
Incorrect! Being authentic to yourself does not excuse you or preclude you from engaging your group to define effective group procedures and processes.
3. Define and tailor communication standards, both electronic and in-person. Correct
Correct! There are as many possibilities for communication standards as there are people. It is really important for you to decide. It is important to have norms and standards around email, texting, alternative social media platforms, and in-person meetings
Be authentic to him/herself and his/her own style. Correct
Correct! As part of your professional development you can experiment with different ways of doing things, ways of talking, ways of organizing, ways of communicating, and yet you'll find it is easier and ultimately more effective to use your natural style.
1. Require daily email updates from team members. This should not be selected Incorrect! Structured email reports are a good tool to hear how employees are doing on their work, to verify their work priorities for the week, and to be informed about the expected timeline for this work. However, the frequency of emails varies depending on the manager’s preference, the kind of work the employee does, and the volume of information they need to share.
2. Make decisions on their own to define effective group procedures. This is wrong. It should not be selected.
Incorrect! Being authentic to yourself does not excuse you or preclude you from engaging your group to define effective group procedures and processes.
3. Define and tailor communication standards, both electronic and in-person. Correct
Correct! There are as many possibilities for communication standards as there are people. It is really important for you to decide. It is important to have norms and standards around email, texting, alternative social media platforms, and in-person meetings
Be authentic to him/herself and his/her own style. Correct
Correct! As part of your professional development you can experiment with different ways of doing things, ways of talking, ways of organizing, ways of communicating, and yet you'll find it is easier and ultimately more effective to use your natural style.
In fact, when you have a
new employees starting, you as manager have an assignment that begins in advance of that first day of work. Before they arrive, your assignment is to set expectations for what it's going to be like to work on your team and to communicate it in advance of their arrival. Ideally, you have this information as a written document. You might call it lab policies and ideally, you have developed and refined these policies and procedures with the input of your team. This lab policy document describes milestones were metrics of success in very specific terms. That is, what does it look like for someone to be successful in this lab? It would also convey the culture and climate of your work group, the tone and context for your team and how you work. You want to give them the tools to start well and make a good first impression and importantly, it's critical that you as the manager and leader, make the right first impression on them. You can imagine a new employee not knowing where to park, what time to arrive, how to dress, what to bring and what a typical workday is like in your lab. One common mistake is to think that this information would have been revealed during the interview process. But most people can't remember what they heard during interviews. pushed to be more visible
My experience has been that structured guidance gives freedom by setting clear expectations and boundaries. The more specific and accessible these expectations, that is, written down in detail, the better. Because specifics improve clarity and reduces miscommunication. Formality does not rule out informality or fun or creativity. Instead, structured lab policies let the whole team have the same point of reference for behavior rather than starting out with a variety of practices and hoping that people simply do what you do or meet an unspoken standard. Hope is not a management strategy. |
I recommend using documentation to update each other and to ask each other questions, thus saving in-person time for real decision-making, connecting, and professional development.
I recommend that you implement any or all of these five practices that will make you a more effective and efficient manager. 1. First, I highly recommend a project log. This can be written as a weblog where you put new content in at the top, or you can let it run like a regular document where you just keep dating the new content and adding it to the end of the document. And that document is the keeper of all information and major decisions made in a study. For example, it might be choosing the wording for a question in a survey or a data analysis plan. The goal is for the study details to live outside of your brain or the brain of your employee in case they leave, so you want to write it down. The project log is that historical record. You can assign someone to make the first draft and someone to cross-check and review, and then you can review and approve. With a project log, your individual or team meetings begin after everyone has reviewed the project log and begins with the group's approval. In-person meetings can then be elevated to discussion, decisions, and even mentoring. 2. A second key practice is to use structured email reports from each employee or team member about their progress, work priorities, and expected timelines. I ask each employee to write me a check-in via email. The goal is to hear how they're doing on their work, to verify that we agree on their work priorities for the week, and to be informed about the expected timeline for this work. Example emails are especially helpful for your team members, although I suggest you allow each person to be creative and make it their own. Some people use a bulleted list, a numbered list, or even a table. The frequency of these emails is dictated by me and varies depending on the kind of work they do and how much volume of information we need to exchange. For example, if someone works for me full-time and they do a lot of coordinating throughout the day, even if we are co-located in the same office suite, I ask for a daily email update. I file these emails for complete record of information. It's also extremely useful for asynchronous communication because they can indicate questions in the email, and I can respond at any time and send it back to them.That way, when they need the answer, they can move forward and they're not stalled waiting for an in-person meeting with me. 3. A third key management practice is to have a task list that describes assessments, trainings, and skills that you expect an employ to achieve, including a contact person and a timeline for completing that task. A lab management training task list might include new staff orientation, human subjects training, reviewing a protocol binder, specific lab skills, such as running particular assays, using specific equipment, or consenting patients. Some training and assessment is required before this person can move forward with the work. If the training takes three days and must be completed in the first month of work, then that would be documented and available. So the employee can take the responsibility to accomplish everything on the list on time. It does take time and effort to develop these lists, but they pay off immediately. I'd like you to take a moment and reflect on the three practices we just covered. After you've considered how to implement these practices, I would encourage you to move on to the next video, which covers the fourth and fifth practices for being an effective and efficient manager. |
4. A fourth effective management practice is to
define and tailor communication standards for your lab, both electronically and in person. I already mentioned making a study log for your protocol and lab decisions in some kind of shared driver online document. It's important to have norms and explicit standards around communication and e-mail. For example, it's extremely efficient to decide explicitly when information is sent to the group, does everybody get copied? Does everybody get put on the to addressee line? Does it matter if you're on the to addressee or on the copy line? Can you use a uniform header subject line such as FYI, read-only no action, or take action. So people in your lab know when they can browse versus really read and respond. Some work groups use alternative social media platforms instead of e-mail for project management. It's important to clarify how your group will use text messaging. Will there be official or unofficial communication using personal phone numbers and texting or do you prefer to keep all official communication on e-mail? Incidentally, neither are protected media. That is, depending on your employer, both your e-mail and your phone records can be requested by the public under Freedom of Information Acts. There are as many possibilities for communication standards as there are people, it's really for you to decide. Again, if you have an existing group, then bring it to the group and talk things through. It's a great opportunity to engage your colleagues and help them make your lab their own. In the same way, it's important to have norms and standards around in-person meetings. You'll decide when or how frequently you're going to meet with individuals or in groups, what are the goals for the meeting, and how will the decisions be documented? It's important to use good meeting management to accommodate all styles, whether people like to think while they talk or prefer to make decisions on their own quietly before joining a group discussion. These processes are part of your communication standards that can be tailored to your group and must be defined by you in order to be effective. 5. Finally, the fifth practice as an effective manager is to be authentic to yourself in your own style. As a lab manager, you are the agenda setter for your team. As part of your professional development, you can experiment with different ways of doing things; ways of talking, ways of organizing, ways of communicating, and yet you'll find it's easier and ultimately more effective to use your natural style and be true to the context. I've been in groups where they thought my structure guidance was beyond the pale. No trainee had ever seen a document like this. They were uncomfortable and even a little suspicious. Some groups who are very comfortable with structure guidance, they outdo my structure, they even use flow charts from major processes to show exactly how things get done. It really is very context-specific. Nevertheless, being authentic to yourself does not excuse you or preclude you from engaging your group to define effective group processes and procedures. You can start today with even one existing staff member. |
Which of the following are TRUE about setting expectations? Select all that apply,
1. Helpful if written down to be shared and updated.
Correct! Please refer to the discussion of forming and sharing expectations in this video to review the importance of setting and sharing expectations in a lab or work group.
2. Can detail responsibilities on projects and also authorship expectations.Correct! Please refer to the discussion of forming and sharing expectations in this video to review the importance of setting and sharing expectations in a lab or work group.
3. Share leader’s vision for the work group.
Correct! Please refer to the discussion of forming and sharing expectations in this video to review the importance of setting and sharing expectations in a lab or work group.
4. Describes how people are expected to work individually and in teams.
Correct! Please refer to the discussion of forming and sharing expectations in this video to review the importance of setting and sharing expectations in a lab or work group.
1. Helpful if written down to be shared and updated.
Correct! Please refer to the discussion of forming and sharing expectations in this video to review the importance of setting and sharing expectations in a lab or work group.
2. Can detail responsibilities on projects and also authorship expectations.Correct! Please refer to the discussion of forming and sharing expectations in this video to review the importance of setting and sharing expectations in a lab or work group.
3. Share leader’s vision for the work group.
Correct! Please refer to the discussion of forming and sharing expectations in this video to review the importance of setting and sharing expectations in a lab or work group.
4. Describes how people are expected to work individually and in teams.
Correct! Please refer to the discussion of forming and sharing expectations in this video to review the importance of setting and sharing expectations in a lab or work group.
Welcome to the Lab!
Here is some information to help you get started and acquainted with our lab. • Hours: PERSON’s NAME will show you how to “clock -in/out” each day to record your hours. Most people work their 8 hours between 7am – 6pm. The university allows 2 x 15 min breaks and a 30 min lunch. You can take these at your own discretion and most people are flexible on these, especially given the nature of lab work and experiments. Most PRA’s eat in theconference room or smaller break room. Fridges for food/beverage are available in the break room and by Bonnie’s desk. No food or drink in the lab. • Attire: Casual dress as appropriate for working in the lab. No shorts and no open toed shoes. • Computer and Access: A windows based PC will be provided for you with basic software. You will login into this computer with your UCD credentials. You will have access to a personal network drive and a “shared” network drive. While we hope this all works on the first day, it may take some time to get everything setup. NAME can assist with computer and network issues. • Phone: There are phones for the PRAs in the lab. We may need to talk with NAME OR NAME to update or add your name to a particular phone number. •Badging and Access: Our building is under strict access control. As you have learned, employees at the PRC must participate in programs with Occupational Health, including annual Q -fever titre monitoring and N -95 respirator fit test. Once these have been completed, the Badging Office will activate your badge for our building. PERSON ’s NAME can assist with these processes. •Security: The last person leaving the building “arms” the building and locks the gate. The first one arriving, unlocks the gate and “disarms” the building. This is particularly important on evenings and weekends. You need to pay attention and know if you are the first, last, or only one around. PERSON’s NAME can provide you a key for the gate. University Police will quickly come to the building if the alarm is set -off and not disarmed. If you forget to disarm or need to contact the police, call 911 from any phone (519-724-4444). •Lab Training: There are several online training courses that you will need to take. These include CU:Chemical Waste Management, CU: Lab Safety , CU: Regulated Medical Waste Management. These courses are available online through the CU Portal under Skillsoft Training. PERSON’s NAME can assist with this. • Key people for specific issues: PERSON ’s NAME, Lab Manager: Oversees sheep studies and can assist with computer, network issues, hours/leave, large orders and supplies, and lab issues including equipment, protocols, and technical help. PERSON’s NAME, Building Manager: Assists with building access, occupational health,general campus/university issues, and building issues (hoods, lights, water, heat, alarms,etc). PERSON’s NAME: Assists with other issues, not mentioned above, and ordering officesupplies. PERSON’s NAME: Oversees ordering of lab supplies for the molecular side. Other details:• Our Building is Perinatal Research Center or PRC or PRF, aka Building 260. •Address: •We are in the section of Neonatology, Department of Pediatrics, School of Medicine, University of Colorado, and Anschutz Medical Campus |
Wesolowski Lab Mission and Expectations
General Lab Expectations Due to the nature of work with large animals, we are highly interactive, learning from the expertise of one another, and sharing duties and responsibilities, especially with animal studies and primary cell experiments . To pursue and accomplish our mission, all lab members are expected to work with the following guidelines in practice: Responsibility, dependability, maturity Responsibility, dependability, and maturity are important for any person working in our Lab. We work with pregnant sheep and the animals do not get weekends off from feeding or husbandry care and we are grateful for our dedicated animal care workers for doing these daily tasks. However, when animals are on study, it is our responsibility to show up and get the necessary tasks done on early mornings, evenings, and weekends. I need to be able to count on you , this is especially true for trainees with animal studies directly related to their research projects . Studies in the pregnant sheep and fetus are time consuming and expensive, but when performed properly and with attention to detail, yield a wealth of information that is critical to the success of our research program . It is therefore imperative that animal studies be given the best care possible. Further, given the importance and unpredictability of the fetal studies, the timing and scheduling of our experiments and sample collections may change at any time. It is expected that all lab members work with these “last minute” changes and make the necessary accommodations.Collaborative and collegial environment Everyone needs to work together and help each other out. This includes sharing responsibilities early or late in the day and on weekends with primary cell experiments and animal studies, this is especially true for trainees with animal studies directly related to their research projects . We also have an open shared lab space and all members are expected to be courteo us and use good lab etiquette with respect to sharing equipment, reagents, and space. There are many people that can help you complete your work in the lab. Conversely, you know that you actions affect many. Remember to communicate your plans for using shared resources so that we can maximize total output. Much of our lab is common space and our shared space is large, so items and reagents can get lost. It is important that everything is put back where it was found in the correct location. Research project s are often pioneering innovative ways to answer a question or testing experimental methods that are not fully worked out. This can cause projects to change quickly, especially when starting new animal protocols or bench work. Music is allowed, if agreed upon by others in your area. In order to be available to colleagues in the lab, the use of personal headphones is discouraged as it makes it difficult for you to hear and be approached by colleagues in the open lab space. Mission Statement: To discover regulatory events that control fetal physiologic and metabolic responses to intrauterine exposures and advance our understanding of mechanisms underlying the developmental origins of adult disease while training the current and future generation of scientists. Data integrity and organization It is expected that all lab members will design and perform studies to the best of their abilities with a high level of rigor and reproducibility . Lab members should always ask for help when needed , after utilizing other appropriate resources, and be willing to share results (positive or negative) and receive constructive feedback. To ensure our data quality, experiments may need to be repeated, sometimes multiple times. This is especially true given the variability present in larger animal models, like sheep. Thus, be prepared to replicate findings and appreciate the importance of having confidence in our results. All members are expected to maintain a lab notebook (paper and pen) and maintain data files and results electronically in the shared drive . Lab notebooks need to be updated daily with all details about the experiments and samples with enough detail so that I could open it and repeat the experiment. Information needs to be recorded in order and each page must be dated. To help with tracking and organization, sample tubes and other items should also be dated and initialed or coded in a way that can easily be linked to your lab notebook. Several systems are ongoing in the lab that you can use to accomplish this. In addition to the lab notebook , other forms of data and analysis are all placed in our shared drive folder. You are responsible to placing your data in here in a timely fashion and helping compile summary and analysis files as needed. You are also encouraged to browse these folders to familiarize yourself with past and current experiments. Lastly, the data belongs to the lab and thus needs to be kept in the lab at all times. This means that lab notebooks should always be kept in the lab in your bench drawer or shelf. Notebooks can b e taken to offices or other locations on campus, but should never be taken home and must stay in the lab even when you leave the lab. You are welcome to copy any pages when you leave for your records. Project status and weekly updates Members of the lab are expected to attend our weekly PRC group lab meetings. Members are also expected to attend our “liver” sub -group meetings, which may be weekly or less frequent depending on group size and workflow . I also expect weekly updates via email at the end of each week outlining progress for the past week, plans for the next week, and any issues that need resolution. In addition to these meetings, our lab maintains project status files in the shared drive. Everyone is expected to utilize these files and update them as needed. These status files help me manage the group and identify what needs to be prioritized and when we have hit a “road -block” that needs resolution. At the PRC, we have weekly data share meeting and weekly research seminars where all PIs and trainees are expected to attend and present. PRAs are welcome to attend both events at their own discretion. Core hours and leave time Everyone has their own style. For work in our lab, you may choose your hours between normal core hours of ~7am – 6pm, with the exception of days or weekend when cell or animal studies are demanding. Flex time is allowed for compensation. Notices should be given for absences for >1 day and lab members are expected to plan longer leaves around “sheep season” as much as possible , especially if their project involves the sheep . All employees will follow University guidelines, which may differ for PRAs, students, and postdocs. |
Hiring - Part 2 |
Once you feel invested and ready to hire someone the three main questions are
For a research professional the skill set can range from low for a new graduate to very high if they have experience, especially in your field. A postdoctoral fellow usually have moderate to very high skill sets. Again, depending on how closely their former experience matches your position. You will help them prepare grant applications, grant budgets, write letters of support, find funding opportunities, and help them with networking. It's a really high total time commitment. I also look for interest in this specific position. Many people send very generic cover letters that would rule them out for me. I also look for details of relevant experience of value-added qualities. I look at whether they are planning further study or school that could help or hurt the chances at working for me depending on the job I'm specifically hiring for. If I want someone who's going to be around for two to five years, and someone's planning to go to medical school in exchange, then that's not a good field. However, if I'm looking for someone to work on a pilot project or even finish up the last year of work on a grant. Somebody's planning for study or school could be great because they'll be ready to move on when I run out of funding. |
For job description, you need
you need to come up with your own interview questions. The way I've settled on doing this is first to make a list of specific things I want to know about the applicant, like their experience with a particular technique or study population, their attitude to teamwork, their approach to task prioritization, and their attitude to flexible work hours. |
I do like to ask people what they most liked and
disliked about their previous position because that tells me a little about the fit. If I've got a job that's mostly data entry and they said they loved working with patients, then there's a good chance that my data entry job, back-of-house and not having any patient contact, isn't going to make them happy, even if they might be great at that work. I also like to ask about conflict resolution. I like to know if someone's conflict averse and will avoid bringing problems to my attention. I also like to ask how people overcome challenges, and I usually ask for a very specific time frame. So I'll ask questions like, "In the last six months, can you describe your biggest work challenge and how you resolved it?" See if you can tell if they've done some research on you and your research. Everything can be so easily researched online that there really is no excuse for an unprepared interviewee. It is a red flag in my opinion. So I give them a very specific scenario to hear what their process is and some people will ask me questions which is perfectly appropriate. Are there other resources available? Is there another manager? Is there another colleague I could reach out to? Can someone at the inpatient unit ask the person to wait and explain why? So people will ask me so I'm looking for that sort of inquisitive going down and addressing the list or some people just go. Well my patient was booked and I was with them, so I'm just going to see them and get to the other patient if I can. |
Management - Part 1
You will need to manage your staff, your lab, your budget, and your time, this is where management and leadership skills come into play. I'm going to focus my session on three critical aspects of research management of: one; your staff and team, two; your project and budget, and three; yourself and your time. I encourage you to continue with me on these subjects.
Key part of effectively managing your lab: Stepping out of the lab, Maintaining a weekly schedule of work assignments, Engage in long term planning with your staff. someone should be able to walk into your lab, pick up the Manual of Operations and be able to perform the tasks in your grant. When you put this together, feel free to borrow from other best practices documents such as the best way to draw blood, the correct way to take blood pressure, and basic laboratory technique. You need to ensure lab standards by setting the standards, documenting them, and training people to them. If you cannot be reached, someone should be able to walk into your lab, pick up the manual of operations and be able to perform the tasks in your grant. Encumbered funds are funds that are promised over time, such as salaries
Key part of effectively managing your lab: Stepping out of the lab, Maintaining a weekly schedule of work assignments, Engage in long term planning with your staff. someone should be able to walk into your lab, pick up the Manual of Operations and be able to perform the tasks in your grant. When you put this together, feel free to borrow from other best practices documents such as the best way to draw blood, the correct way to take blood pressure, and basic laboratory technique. You need to ensure lab standards by setting the standards, documenting them, and training people to them. If you cannot be reached, someone should be able to walk into your lab, pick up the manual of operations and be able to perform the tasks in your grant. Encumbered funds are funds that are promised over time, such as salaries
Eva Lab Management
The goal in the grant process is that by the time you are entering the final year or two of your grant funding period, that you will be prepared to write a successful renewal, and even a spin-off grant. The National Institutes of Health have a mantra for all of biomedical research, rigor and reproducibility.
While there are a few bad apples out there that actually falsify data, the majority of problems that result in faulty data come from carelessness or poor record-keeping. You have a few critical responsibilities as a scientific leader. You need to ensure that your lab is documenting their lab notebook, whether these notes are electronic, paper, or both and securing data in a way that you can easily access your protocols in all of the raw data while keeping it protected and secure.
Here are some questions to ask yourself and any existing team members as you think about what would most benefit your lab right now.
While there are a few bad apples out there that actually falsify data, the majority of problems that result in faulty data come from carelessness or poor record-keeping. You have a few critical responsibilities as a scientific leader. You need to ensure that your lab is documenting their lab notebook, whether these notes are electronic, paper, or both and securing data in a way that you can easily access your protocols in all of the raw data while keeping it protected and secure.
Here are some questions to ask yourself and any existing team members as you think about what would most benefit your lab right now.
- Do you need an individual who can help you with all the logistics of ordering the agents and managing the lab in addition to doing experiments?
- Do you need a long-term partner in the lab that can help with continuity as trainees come and go?
- Is there a particular expertise or skill set that you need?
- Do you currently mostly need someone that will give you a hand with experiments that you're savvy with?
- So maybe you want to train a motivated, smart, but less experienced person for these particular experiments.
- Or are you ready to mentor a postdoctoral fellow? There are benefits and burdens:
- Postdoctoral fellows can elevate the quality of science in the lab by introducing new scientific ideas and expertise.
- The time burden is that they also require an important commitment from you to mentor.
- Their salary may be covered on a training grant or they may need to be funded by your project.
- Postdoctoral fellows can elevate the quality of science in the lab by introducing new scientific ideas and expertise.
- Alternatively, maybe you want to bring in a clinical fellow that you may not need to fund, because their salary is covered through their clinical program. However, they have limited research time because of these same clinical responsibilities.
- They will also need training and very close supervision as they get accustomed to the laboratory.
- They will also need training and very close supervision as they get accustomed to the laboratory.
- There are also undergraduate and graduate students that may be interested in joining your lab.
- They may need little to no salary support and make plans to gain academic credit from academic products produced while working in your lab.
- Ask yourself, do you have sufficient time or expertise in the lab to train and supervise them?
- They may need little to no salary support and make plans to gain academic credit from academic products produced while working in your lab.
- Money to fund salaries will likely contribute to the decision-making of who to hire, because the financial obligations and long-term commitment varies depending on the person you hire.
- When hiring someone to support your lab, which of the following considerations should you make:
- Money to fund their salary Other unique skills they offer Time they can commit to the lab Amount of training they require Level of experience
- Money to fund their salary Other unique skills they offer Time they can commit to the lab Amount of training they require Level of experience
Performance Reviews - Part 1
I believe there are six key purposes for an annual review.
Annual review is a time to touch base. An effective annual review make sure everyone is on the same page and making a strategic plan for the upcoming year.
- One, to make sure that every staff member gets adequate Professional Development.
- Two, justify any pay increases to your human resources or HR department.
- Three, to strengthen the link between performance and reward.
- Four, to celebrate people's successes.
- Five, to document any performance gaps or identify areas of improvement and make a plan to fill those gaps.
- Finally, seeks to avoid surprises.
Annual review is a time to touch base. An effective annual review make sure everyone is on the same page and making a strategic plan for the upcoming year.
Smart goals, an abbreviation for the elements of effective goals: Specific, Measurable, Achievable, relevant and time bound
two types of goals for performance management.
Tasks
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Core Competencies.
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make goals for processes versus outcomes
Processes Goals
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Management - Part 1
1. set up a time management plan that works for you. First, perhaps take a moment to think about the many roles you have in your professional life and even in your personal life. In other words, what hats do you wear, so to speak? You wear many hats. If you are like me, then you are a researcher, a clinician, a caregiver, a friend, and a community member. Actions should you take when setting up a time management plan?
navigate regulatory processes. How to expand into new clinical opportunities.
5. once you find your people, don't surprise them. It's critical to have open lines of communication with my collaborators and with my team. It's essential for me to check in with my team to understand their career goals, how they're doing, finding our work meaningful, and whether they would like to make any changes that I can help with.
6. The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work Kindle Edition by Teresa Amabile and Steven Kramer. What really sets the best managers above the rest? It’s their power to build a cadre of employees who have great inner work lives—consistently positive emotions; strong motivation; and favorable perceptions of the organization, their work, and their colleagues. The worst managers undermine inner work life, often unwittingly.
http://progressprinciple.com/books/single/the_progress_principle
- Consider the roles you serve in both your professional and personal life
- Reflect on how you can responsive and present to those around you
- Maintain lines of communication with your team
- Identify how you are spending your time
- My guiding principles on finding the right team member is to determine whether the individual is passionate, has prior demonstrated experience in
research or a highly related position, and is very comfortable being both independent and a team player.
- "receiving catalysts", which are things that directly help get the work done. A catalyst is anything that directly facilitates timely, creative, and high-quality completion of work.
- "nourishers". Nourishers are the interpersonal events or eople that uplift people as they work.
- Making progress on meaningful work
navigate regulatory processes. How to expand into new clinical opportunities.
5. once you find your people, don't surprise them. It's critical to have open lines of communication with my collaborators and with my team. It's essential for me to check in with my team to understand their career goals, how they're doing, finding our work meaningful, and whether they would like to make any changes that I can help with.
6. The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work Kindle Edition by Teresa Amabile and Steven Kramer. What really sets the best managers above the rest? It’s their power to build a cadre of employees who have great inner work lives—consistently positive emotions; strong motivation; and favorable perceptions of the organization, their work, and their colleagues. The worst managers undermine inner work life, often unwittingly.
http://progressprinciple.com/books/single/the_progress_principle
Introduction to Mentorship
Identify the three basic principles of effective mentorship.
1. The mentee is the leader. must be able to offer both technical expertise and career advice.
Correct! Only you, the mentee, knows what your goals are. If you as mentee do not take leadership, a mentor is likely to provide guidance and advice using the wrong assumptions. The initial step to effective mentoring is to know yourself. That involves three things, clarifying your values, identifying your needs, and setting a clear vision.
2. The mentor is a facilitator.
Correct! The mentor supports the mentee’s goals. It is the mentee’s job to know their goals and share them clearly with their mentor.
3. The relationship is primary.
Correct! The relationship is a valuable asset that needs to be managed, so you'll make decisions about how to engage together in order to preserve or strengthen the mentor-mentee relationship. This is true whether the relationship is expected to be short or long-term, as managing relationships is a major critical skill for professionals.
As a mentee, being a good manager of your mentoring relationships includes: (select all that apply).
1. Discussing key aspects and boundaries of your mentoring relationship.
Correct! Key aspects and boundaries include confidentiality, your key responsibilities and needs as a mentee, mutual expectations and goals, and frequency of contact.
2. Setting an agenda.
Correct! In the first half of your meeting you will attend to front-burner issues, so the most important items get discussed first. Ideally these will be the most important, not necessarily the most urgent or time-sensitive. In the second half of the meeting you will discuss your current and long-term goals and priorities, and always say thank you. After you leave the meeting, you as mentee will follow up with an email detailing important decisions in simple easy-to-follow terms.
3. Paying attention to your mentor’s communication style.
Correct! You want to speak the mentor’s “language” both verbally and electronically, and initiate a discussion of a communication plan.
1. The mentee is the leader. must be able to offer both technical expertise and career advice.
Correct! Only you, the mentee, knows what your goals are. If you as mentee do not take leadership, a mentor is likely to provide guidance and advice using the wrong assumptions. The initial step to effective mentoring is to know yourself. That involves three things, clarifying your values, identifying your needs, and setting a clear vision.
2. The mentor is a facilitator.
Correct! The mentor supports the mentee’s goals. It is the mentee’s job to know their goals and share them clearly with their mentor.
3. The relationship is primary.
Correct! The relationship is a valuable asset that needs to be managed, so you'll make decisions about how to engage together in order to preserve or strengthen the mentor-mentee relationship. This is true whether the relationship is expected to be short or long-term, as managing relationships is a major critical skill for professionals.
As a mentee, being a good manager of your mentoring relationships includes: (select all that apply).
1. Discussing key aspects and boundaries of your mentoring relationship.
Correct! Key aspects and boundaries include confidentiality, your key responsibilities and needs as a mentee, mutual expectations and goals, and frequency of contact.
2. Setting an agenda.
Correct! In the first half of your meeting you will attend to front-burner issues, so the most important items get discussed first. Ideally these will be the most important, not necessarily the most urgent or time-sensitive. In the second half of the meeting you will discuss your current and long-term goals and priorities, and always say thank you. After you leave the meeting, you as mentee will follow up with an email detailing important decisions in simple easy-to-follow terms.
3. Paying attention to your mentor’s communication style.
Correct! You want to speak the mentor’s “language” both verbally and electronically, and initiate a discussion of a communication plan.
Problems may arise over time which require you, as the mentee and leader, to take action. You may need to clarify your roles and expectations, and practice negotiating around the struggles, including having difficult conversations, and even consider moving on when it makes sense to do so.
One potential problem is
a conflict of interest with a mentor. This typically looks like inappropriate competition between a mentor and a mentee. Sometimes I've seen this when a mentee is simply too close in age and stage to the mentor and they both need the same things. So they both need to be principal investigator, they both need to be first or senior author, and for some reason taking turns or sharing credit is a problem. |
Another conflict of interest is inappropriate delegation or credit taking.
As a mentee, you may be offered unique opportunities to shadow your mentor, for example, to help review manuscripts or grant applications. In such cases, you may not be able to reveal your role in that work. To some extent, that's very useful and positive work but it can be a slippery slope if a mentor asks you to do significant work without documented credit when credit could be possible. You're going to have to manage those agreements, and the most effective way to do so is before they begin. |
Another potential problem is
a personality conflict which may be a fundamental difference in personality, work style, or a values mismatch that makes a mentor simply not viable for you over time. This may or may not be fixable. I've worked with some wonderful people who simply think so differently than me that it has become uncomfortable for collaboration or mentorship. For example, some people absolutely live for deadlines and use deadlines to create an urgency for them and then draw you into their emergencies. In contrast, some people live to avoid the urgency of looming deadlines. Sometimes you can't avoid it, but if I can get ahead of a deadline, I much prefer to work in advance. If I engage with a mentor who simply cannot work in advance, then that just doesn't work for me. |
Another example, a mentor might espouse hard work as
a value and share that value with you. But their definition of hard work is 24-7 access and response whereas your definition of what hard work means different boundaries or expectations. Again, this is an example of the benefit of discussing values and what would you see if you were living that value and what are your mutual expectations? |
Finally, potential problems can come from
a lack of expertise or a lack of involvement. A lack of expertise may be that as your work develops, this mentor really doesn't have the depth of knowledge in a very specific area that you need. That's okay. That mentor can remain in your professional network as a supporter and hopefully help you find the very specific expertise that you need. A lack of involvement happens with somebody who agrees to be your mentor, you've made a communication plan, you believe they have the relevant expertise and everything that should be workable, and yet they cannot schedule your mentoring meetings or you schedule the meetings but they cancel, or the meetings are too short to address the critical issues, they may be simply unresponsive. Either not following through on that request you made and that they've already agreed to or simply not responding at all. |
Greg Board of Directors - Part 1
Tthe following is an example of a potential shareholder in your career?
you, Spouse/Significant other ,Family members, Primary mentor, institution... |
Fundamental to your career corporation is that you, the mentee, are the *CEO of your career*. It’s your career, so it’s your “company” or enterprise.
Because the goal of the CEO is to develop and implement high-level strategies for career success, they need a board of directors to help them. A key part of your role is to maintain excellent communication with your board of directors. So what is a personal board of directors? A personal board of directors is a group of individuals that is appointed by the mentee, but also potentially designated by one or more key shareholders, and their job is to protect the interest of the shareholders. Your board's main responsibilities, is to help the mentee develop and implement high-level strategies for career success. The most important individual who sits on the board is (you the mentee) the chairman of the board. This person should be your primary mentor. Yet you're going to need other board members to sit around that board table, so to speak, other board members will help fill specific mentoring and advising roles. . |
If you are an early career researcher, then the chairman of the board should be your primary scholarly mentor. No matter your specialty or focus, this person must have expertise in your areas scholarship and help provide resources—give or get—to support your growth and development. Eventually, as you move to research independence, then you become the chairman of your Board.
Personal board of directors: What personal and professional values mean the most to you?
Set some goals and write them down. What do you want to achieve? It is important to take time to create your own mission and values and goals as you contemplate your board of directors. Remember, we are populating your core mentorship team. A professional network is broader and more inclusive. When you're identifying mentors that are going to sit on your personal board of directors. They need to work well with you in your role as CEO, you know yourself.
What energizes you, and what values do you respect?
If you're a researcher, the chairman of the board should be your primary scholarly mentor. This is the individual from whom you seek advice on how to develop and implement your plan for career success. Some of you may define that differently. Some of you may have careers that involve non-traditional research. But no matter your specialty or focus this person must have expertise in your area of scholarship and help provide resources to support your growth and development.
What do you want to look for a potential mentor? Certainly, there are a lot of desirable qualities and they fall into roughly communication and interpersonal skills. You want somebody who ideally is flexible. Non-judgmental has a calm demeanor is friendly, has strong listening skills, and is humble. You want somebody with really strong commitment qualities. They have strong commitment to you the mentee, and they're willing to devote the time and are committed to getting things done. They're also, proactive and strategic their thinking to three steps of where you are today and then thinking about what the next 12 to 18 months, maybe three years is going to look like or needs to look like for you. They might have strong analytical skills. They can see the big picture. hey're highly intelligent and their innovative thinkers. They also have influence they have confidence in who they are and they're standing in the field. And they have connections with key people who could help your career and more importantly they're willing to use those connections to help your career advance when they put you forward for specific opportunities. They may extend their mentoring role to that of sponsor. You may need to find multiple people to cover these roles and that's why you have a mentoring team. But your primary mentor has to fill as many of these roles as possible.
What roles need to be included on your mentorship team? Advisors, Peer Mentors, Career Mentors, Money Mentors
Set some goals and write them down. What do you want to achieve? It is important to take time to create your own mission and values and goals as you contemplate your board of directors. Remember, we are populating your core mentorship team. A professional network is broader and more inclusive. When you're identifying mentors that are going to sit on your personal board of directors. They need to work well with you in your role as CEO, you know yourself.
What energizes you, and what values do you respect?
If you're a researcher, the chairman of the board should be your primary scholarly mentor. This is the individual from whom you seek advice on how to develop and implement your plan for career success. Some of you may define that differently. Some of you may have careers that involve non-traditional research. But no matter your specialty or focus this person must have expertise in your area of scholarship and help provide resources to support your growth and development.
What do you want to look for a potential mentor? Certainly, there are a lot of desirable qualities and they fall into roughly communication and interpersonal skills. You want somebody who ideally is flexible. Non-judgmental has a calm demeanor is friendly, has strong listening skills, and is humble. You want somebody with really strong commitment qualities. They have strong commitment to you the mentee, and they're willing to devote the time and are committed to getting things done. They're also, proactive and strategic their thinking to three steps of where you are today and then thinking about what the next 12 to 18 months, maybe three years is going to look like or needs to look like for you. They might have strong analytical skills. They can see the big picture. hey're highly intelligent and their innovative thinkers. They also have influence they have confidence in who they are and they're standing in the field. And they have connections with key people who could help your career and more importantly they're willing to use those connections to help your career advance when they put you forward for specific opportunities. They may extend their mentoring role to that of sponsor. You may need to find multiple people to cover these roles and that's why you have a mentoring team. But your primary mentor has to fill as many of these roles as possible.
What roles need to be included on your mentorship team? Advisors, Peer Mentors, Career Mentors, Money Mentors
Coaching - Part 1
To paraphrase a well-known American football player. "All coaching is, is taking a player where he can't take himself or she can't take herself."
In this session, we're going to take a look at how you can improve your own mentoring skills when you coach others, helping them reach a level they might not have thought was possible themselves. Imagine yourself as a mentor, a person who has knowledge or experience to share in a supportive role. Your mentees can be colleagues at a similar career stage, your peers or more junior colleagues, trainees, or employees. This session builds on the fundamentals of mentoring, and it adds a new tool for effective mentoring, coaching.
In this session, we're going to take a look at how you can improve your own mentoring skills when you coach others, helping them reach a level they might not have thought was possible themselves. Imagine yourself as a mentor, a person who has knowledge or experience to share in a supportive role. Your mentees can be colleagues at a similar career stage, your peers or more junior colleagues, trainees, or employees. This session builds on the fundamentals of mentoring, and it adds a new tool for effective mentoring, coaching.
mentoring
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coaching,
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Difference In contrast to mentoring:
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coaching refers to a relationship where someone facilitates the development of skills in another person.
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Unlike a mentor,
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a coach does not need to be in the same field of study or even the same business as the mentee. Instead, a coach is an expert at supporting others to become more effective in their own work, especially as it involves identifying and developing the individual's own strengths and tapping into their own wisdom.
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mentoring provides a model to be emulated,
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coaching helps an individual develop their own strengths.
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Mentoring deals with long-term goals and progression on a traditional, often well understood path.
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generally deals with the present and focuses on challenges and change.
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takes the role as
a wise and trusted teacher and serves as a model. |
draws on the coachee's creativity and supports new skill development.
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active listening: Active listening becomes natural when you stay in a curious frame of mind, seeking only to understand and to check out your understanding by asking if you got it right. Open-ended questions or generative questions, and are a hallmark of coaching. Generative questions are thought-provoking, create self-awareness, and can instantly reframe an issue.
- Simply repeating what someone says doesn't clarify meeting and can make people frustrated and even suspicious that you're not paying attention.
- When I say a coaching skill is active listening, I mean that coach listens with purpose. You listen for specific things. You listen for focus, for a mindset or an attitude, you listen for skills and capabilities, habits and patterns, goals and aspirations, energy and possibilities.
- You specifically are not listening for history. The pathology problems or solutions.
- There are five steps and active listening.
2. you're going to listen not only with your ears, but also with your eyes and your emotions. So you're going to listen to the verbal and the non- verbal messages.
3. you're going to show sincere interest in what you're hearing by asking clarifying questions and encouraging disclosure using open-ended questions.
4. you're going to be self aware of your own feelings and opinions and your reactions to what you hear in your personal perspectives.
5. defer judgment that is, resist drawing conclusions and making meaning of what you hear.
- Active listening becomes natural when you stay in a curious frame of mind, seeking only to understand and to check out your understanding like asking if you got it right. You don't have to agree or disagree and your feelings and reactions are actually not relevant. Open-ended questions are also called generative questions in our a whole mark of coaching. Generative questions are thought-provoking, create self-awareness and can instantly reframe an issue.
goal-setting.
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The contrast is first, really asking a lot of questions, identifying the need, eliciting potential responses, and then, once you're clear, shifting into expert mode to give advice when the topic is amenable. Coaching is to receive information and mentoring is to give information. Of course, after being guided by a mentee who is appropriately taking a leadership role in the relationship. This can be useful when a mentee is struggling with a career goal. Coaching can help guide the person to their choice and then given that choice, you may be able to mentor them in that direction. In my own development as a mentor, I want to take my mentoring to the next level. I was mentoring a lot of clinical faculty who wanted to develop research careers, and I wanted to be better so I became certified as an executive coach using a strengths-based approach. By using both traditional mentoring and also coaching, I mastered a higher level of mentoring. I hope this session gave you some ideas and approaches to try. I encourage you to try some of these approaches and practice them. See if coaching can take your mentoring to the next level. |
- When your in coaching mode, you will only ask questions. So she would say, what's your goal? What do you think the problem is? Why do you think that such a struggle? What have you tried? What do you think might work better? After she had exhausted all the information she could get from open-ended questions, she checked her understanding. Let me make sure I understand you. I want to make sure I understand the problem, what you think the best approach is and why you think that's the right way to proceed. Do I have this correct? If there's nothing else, then she'd say, okay, I'm taking off my hat and now as a mentor, I think I understand the problem and I have a few pieces of advice I hope will be helpful to you. Allow me to share my experience and contribute to your solution.
when coaching skills can be useful in a mentoring relationship,
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practice coaching conversations.
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sponsorship. |
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Ralph Waldo Emerson
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“If history can teach us anything, it’s that pandemics have a long-lasting and severe effect on the economy. But there’s another lesson: Human ingenuity and adaptation march on.” ~ marketwatch
How the multi-generational workforce can shape the future ...https://www.americancityandcounty.com/2019/11/06/how-the-multi-generational-workforce-can-shape-the-future-of-public-procurement/ Baby Boomers are set to retire in large numbers over the next few years and they will take their experience and expertise with them. According to Pew Research Center, by 2020, Millennials are forecasted to comprise half of the American workforce and by 2025 - 75 percent of the global workforce. As this shift begins, older generations will ... |