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

2. DEFINTION OF A MANAGER

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

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

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

6. DEFINTION OF A MENTOR

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

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

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

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

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

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

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

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

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

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

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

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

20. The Heart of Leadership

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