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Mentoring and Management Margo Seltzer April 13, 2009 SEAS Professional Development Seminar.

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Presentation on theme: "Mentoring and Management Margo Seltzer April 13, 2009 SEAS Professional Development Seminar."— Presentation transcript:

1 Mentoring and Management Margo Seltzer April 13, 2009 SEAS Professional Development Seminar

2 2April 2009 Outline Mentoring –What is it? –How have others done it? –How do you do it? Management –Leadership: the difference and the relationship –The dark side

3 3April 2009 Mentoring Wikipedia: Mentorship refers to a developmental relationship in which a more experienced person helps a less experienced person develop in a specified capacity. Merriam Webster: Mentor: a trusted counselor or guide.

4 4April 2009 Mentoring: Examples 1986: When you come to a fundamental disagreement with how an organization is run, it’s time to leave. 1993: Ignore it; let your work speak for itself. 1993: Have your admin deal with the administrivia of sending out recommendation letters.

5 5April 2009 Mentoring: Doing It Be a role model. Let them soak up the local culture. Be human. Be honest -- that includes criticism: –Be polite –Be constructive –Be supportive

6 6April 2009 Management: What is it? Authority by position. Different than leadership –You have to follow a manager –You want to follow a leader A good manager is a good leader So, if you want to be a good manager, first you have to learn to be a good leader…

7 7April 2009 Leadership Articulate a vision –Sell your vision to others, OR –Craft a shared vision with others Identify a direction –You can’t herd cats –If no one is following, you aren’t leading Be a cheerleader –If you don’t believe, your team can’t either. –When the going gets rough, someone needs to be enthusiastic.

8 8April 2009 Leadership Fallacies You need not always be right. You have to do everything yourself. Feedback is only necessary when you want to correct something. They have to respect you; you don’t have to respect them.

9 9April 2009 Lessons Learned the Hard Way Delaying difficult conversations does not make them any better. Earning trust takes a long time; losing it, only an instant. If the team isn’t working, and you don’t fix it, it’s your fault. Leadership and popularity are not the same thing.


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