Strategies for Advancement within the Sponsored Programs

Profession

Strategies for Advancement within the Sponsored Programs

ProfessionPresenters

Kathi Delehoy, Associate VP for ResearchColorado State University

Leslie Schmidt, Assistant VP for ResearchMontana State University

PresentersKathi Delehoy, Associate VP for Research

Colorado State UniversityLeslie Schmidt, Assistant VP for Research

Montana State University

The Shift from the Old to the New:Characteristics of the WorkplaceThe Shift from the Old to the New:Characteristics of the WorkplaceThe Old Workplace The New WorkplaceTriangle-Shaped Workplace Diamond-Shaped Workplace“Entitlement” ethic “Psychology of Learning” EthicInternal Labor Market Limited internal labor market

Advancement by seniority Advancement by skill documentation

Narrow skills for some Broader skills for all

Worker “classes” by title and degree

Daily “prove it” basis with use of core skills as added value

Career dependent on Company You own your own career, skills and job

Individual worker tasks Multi-skilled workers, team work

Employee Perspectives in the New Workplace

Employee Perspectives in the New Workplace

Employee character traitsEmployee strategiesCommon myths that might derail your planMaking choices

Employee character traitsEmployee strategiesCommon myths that might derail your planMaking choices

Employee Character Traits in the New WorkplaceEmployee Character Traits in the New Workplace

Contract WorkerLoyalty to skills, consultants moving from place to place towards freelance work.

Ambiguous Understanding and embracing change as a skill.

Lifelong LearnerGrowth of knowledge is essential.

Stress neutralizerUse stress to maximize performance, don’t let negativity take over.

Contract WorkerLoyalty to skills, consultants moving from place to place towards freelance work.

Ambiguous Understanding and embracing change as a skill.

Lifelong LearnerGrowth of knowledge is essential.

Stress neutralizerUse stress to maximize performance, don’t let negativity take over.

Employee Character Traits (cont.)Employee Character Traits (cont.)

StrategistThink strategically to discover practical solutions.

EntrepreneurSeek personal competition and freedom from oversight. Apply past experience to new situations.

MobileUtilize cyberspace, be willing to move frequently.

StrategistThink strategically to discover practical solutions.

EntrepreneurSeek personal competition and freedom from oversight. Apply past experience to new situations.

MobileUtilize cyberspace, be willing to move frequently.

Employee Strategies that Build Productivity & Assist ManagementEmployee Strategies that Build Productivity & Assist Management

InitiativeOffer ideas and implement new ideas with creativity.

NetworkingDevelop pathways to knowledge.

Self-ManagementDevelop talents and make choices to increase value to employers.

PerspectiveView the “big picture” of a project or problem.

InitiativeOffer ideas and implement new ideas with creativity.

NetworkingDevelop pathways to knowledge.

Self-ManagementDevelop talents and make choices to increase value to employers.

PerspectiveView the “big picture” of a project or problem.

Employee Strategies that Build Productivity (cont.)Employee Strategies that Build Productivity (cont.)

Follow leadersWork cooperatively with leaders.

Teamwork Support and participate in team activities.

LeadershipUse influence and expertise in the interest of the group.

Organizationally AwareKnow when and how to address conflict, promote cooperation, and produce results.

Follow leadersWork cooperatively with leaders.

Teamwork Support and participate in team activities.

LeadershipUse influence and expertise in the interest of the group.

Organizationally AwareKnow when and how to address conflict, promote cooperation, and produce results.

Employee Strategies that Build Productivity (cont.)Employee Strategies that Build Productivity (cont.)

Show-and-TellSelect the right information to get your message across to the audience.

Show-and-TellSelect the right information to get your message across to the audience.

Common Life and Career Planning MythsCommon Life and Career Planning Myths

Myth Reality• Don’t let unexpected events disrupt your plans

• Make the most of the unexpected- work with what you have

• Choose a career goal as soon as possible

• Keep your options open, react to pressure with an open mind, free yourself from unrealistic expectations

• Do all you can to make your “dream” come true

• If your dream fails, move on to something else and open yourself to alternatives

Common Life and Career Planning Myths (cont.)Common Life and Career Planning Myths (cont.)

• Take action only when you are sure of the outcome

• Take risks likely to pay off, even without knowing the outcome

• Avoid making mistakes • Make mistakes, react constructively, then make use of them.

• Go for a job only if you have all the skills

• Go for the job, then learn the skills

• Put your career first • Lead a balanced life and enjoy yourself

Common Life and Career Planning Myths (cont.)Common Life and Career Planning Myths (cont.)• Always hold on to your beliefs

• You can change your career regardless of the past

• Wait for a lucky break • Create your own luck-take advantage of opportunities and ask for what you want

• Believe that luck is just an accident

• Discover what you like and create your own luck

Ten Courageous Choices for Expanding SelfTen Courageous Choices for Expanding Self1. Cultivate and practice honest and open

self-reflection.2. Identify and articulate your core values3. Align your values with all your choices4. Focus on positive goals5. Serve your community, however you

define community

1. Cultivate and practice honest and open self-reflection.

2. Identify and articulate your core values3. Align your values with all your choices4. Focus on positive goals5. Serve your community, however you

define community

6. Seek balance7. Take the time to learn about others8. Learn and practice democratic principles9. Model global citizenry10. Live in a manner that would make your

grandmother and children proud

6. Seek balance7. Take the time to learn about others8. Learn and practice democratic principles9. Model global citizenry10. Live in a manner that would make your

grandmother and children proud

Ten Courageous Choices for Expanding Self (cont.)Ten Courageous Choices for Expanding Self (cont.)

Courageous Choices for Career SuccessCourageous Choices for Career Success

1. Capitalize on your strengths2. Give and ask for help3. Help others to succeed4. Continue to learn

1. Capitalize on your strengths2. Give and ask for help3. Help others to succeed4. Continue to learn

Do You Make Courageous Choices?Ask yourself these questions:Do You Make Courageous Choices?Ask yourself these questions:1. What are my core values and how do I

demonstrate them?2. What are my values and how do I align them

with my career goals?3. What do I need to do to take responsibility for

creating my life?4. How can I best serve my family, world,

community, and country?5. Do I seek help and help others?

1. What are my core values and how do I demonstrate them?

2. What are my values and how do I align them with my career goals?

3. What do I need to do to take responsibility for creating my life?

4. How can I best serve my family, world, community, and country?

5. Do I seek help and help others?

Do You Make Courageous Choices? (cont.)Do You Make Courageous Choices? (cont.)6. Do I go beyond expectations at work?7. Do I act in ways that make others proud?8. Do I overcome competing interests to get

things done?9. How can I better honor others?10. Am I willing to give things up for reflection

time?

6. Do I go beyond expectations at work?7. Do I act in ways that make others proud?8. Do I overcome competing interests to get

things done?9. How can I better honor others?10. Am I willing to give things up for reflection

time?

How does management integrate individual career choices with management goals?

MSU OSP Management PlanMSU OSP Management Plan

PLC HistoryDeveloped by OSP Director, Sandy SwardHuron ReportSimilar models – Colorado State, Minnesota, Arizona

Not a CAREER LADDERNot a democratic process

Confidential ProcessVisionary Management Document

PLC HistoryDeveloped by OSP Director, Sandy SwardHuron ReportSimilar models – Colorado State, Minnesota, Arizona

Not a CAREER LADDERNot a democratic process

Confidential ProcessVisionary Management Document

General Rules & Practices Available to all & consistently applied

Not a Self-Nominating ProcessCompetency Based Management SystemDecision Model

Chart is at the discretion of the upper management team

Emphasis Areas & Minimum KSAsMust have approval from Affirmative Action

General Rules & Practices Available to all & consistently applied

Not a Self-Nominating ProcessCompetency Based Management SystemDecision Model

Chart is at the discretion of the upper management team

Emphasis Areas & Minimum KSAsMust have approval from Affirmative Action

MSU OSP Management Plan (cont.)MSU OSP Management Plan (cont.)

Capacities:Leadership capacity to influence and inspire co-workers, P.I.’s, Central Offices, etc.Exemplary reflection of OSP mission

CompetenciesIndependent Problem SolverTactProfessionalism conveyed at all timesRecord of Making Proactive Contributions

Core CompetenciesCustomer ServiceProblem SolvingCommunicationAccounting & FinanceComplianceResults OrientedSelf Management

Minimum Ed, Exp. & KSA’sAs defined by Progression Line Chart

The SuccessfulCandidateWill Have

Increased Importance of Competencies As Candidate ProgressesUp the Line

Chart

MSU Office of Sponsored ProgramsProgression Line Chart Competency/Decision Model

OSP Business Director OSP Progression Chart Rules:MinEd: Bachelor's Degree: Mgmt, Fin, or related

Prfd: Adv dgr or prfsnl cert 1.) Must begin with a searched positionMin Exp: 6+ yrs exp in res or univ admin w/advance sup exp. or 3yrs director experience and/orKSA's: ABD exp plus ldrshp, advd orgl & prsntn sklls, capacity to direct and motivate staff 2.) Individual must have been hired from a search

Exp usng univ cmtpr sftwr and public speaking/presentations OSP Progression Chart Practices:

Assistant Business Director 1.) Not an entitlement; chart execution at the discretion ofMinEd: Bachelor's Degree: Mgmt, Fin, or related upper mngmnt team and need for the position

Prfd: Adv dgr or prfsnl cert 2.) Must have demonstrated increased competencies appropMin Exp: 5+ yrs exp in res or univ admin w/advance sup exp. to next higher levelKSA's: OSPBO exp plus ldrshp, advd orgl & prsntn sklls, capacity to influenc and inspire staff 3.) Performed satisfactorily in current position and complied

Exp usng univ cmtpr sftwr with OSP pol & proc, i.e. puntuality, attendance, cust svc4.) Met time requirement in current position

Business Officer (OSPBO)

MinEd: Bachelor's Degree: Mgmt, Fin, or relatedMinExp: 4+ yrs exp in res or univ admin w/advanced bus or acctg exp, exposure to cntrl officesKSA's: OSPBM KSA's plus adv orgnl, pol & proc exp, sup exp, in-dpth comptr sklls

competency to be a leader, team player and manager

Business Manager (OSPBM)

MinEd: Bachelor's DegreeMinExp: 3+ yrs exp in res or univ admin, deprtmntl cmptncy KSA's: FM KSA's plus indpndnt wrkng knwldg of OMB A-21, 110 & 133

Demnstrtd cmplnc w/OSP polcs & proc, attndnc & punctltyDemnstrtd ability to wrk w/cntrl offices

Management Team

Fiscal Manager

Min Ed: Per current position descriptionMinExp:KSA's:

Bachelor's DegreeSr. Program Accountant

MinEd: 3+ yrs post-sec ed -plus-MinExp: 3 yrs F-T prog rsp acctg & admin suppt exp Classified PositionsKSA's: PA plus in-dpth knwldg of travel pol & proc, wrkg knwldg Bachelor's Degree or equivalent;

of fed research regs & exp using univ computer sftwr directly relevant work experience

Program Assistant

MinEd: Per current position descriptionMinExp:SKA's:

OSP Business Director

Assist. BusinessDirector

Business Officer

Business Manager

Fiscal Manager

Sr. Program Accountant

Program Assistant or Accounting Technition

A slightly different perspective.

Ideas from Colorado State University

Personal Work Environment & Development Tactics Personal Work Environment & Development Tactics

Level 5 ExecutiveBuilds Greatness on professional will and personal humility.

Effective LeaderPursues a clear and compelling vision, stimulating high performance standards.

Competent ManagerPursues predetermined goals efficiently by organizing peopleand resources.

Contributing Team MemberWorks effectively with others and contributes individualCapabilities to the group.

Highly Capable IndividualUses talent, skills, work habits, and knowledge to make contributions.

Jim Collins’Level 5 Hierarch

Good-to-Great Companies vs.Other CompaniesGood-to-Great Companies vs.Other Companies

Good-to-Great Companies

Level 5 Leader↓↓

First WhoGet the right people to build a

great team↓↓

Then WhatFigure out your path AFTER you

have the right people

Good-to-Great Companies

Level 5 Leader↓↓

First WhoGet the right people to build a

great team↓↓

Then WhatFigure out your path AFTER you

have the right people

Comparison Companies

Level 4 Leader↓↓

First WhatDevelop a vision of where to

go↓↓

Then WhoFind people to make the vision

come alive.

Comparison Companies

Level 4 Leader↓↓

First WhatDevelop a vision of where to

go↓↓

Then WhoFind people to make the vision

come alive.

Three Disciplines for People Decisions According to Jim CollinsThree Disciplines for People Decisions According to Jim Collins

1. When in doubt, don’t hire- keep looking.2. Take action when you know you need to

make a people change.3. Don’t put your best people on your

problems, put them on your opportunities.

1. When in doubt, don’t hire- keep looking.2. Take action when you know you need to

make a people change.3. Don’t put your best people on your

problems, put them on your opportunities.

BHAG (Big Hairy Audacious Goal)

Jim Collins

BHAG (Big Hairy Audacious Goal)

Jim Collins

What you are deeplypassionate about

What drives youreconomic engine

What you can be the best in the world at

BHAG

Conclusion & Questions to PonderConclusion & Questions to PonderJack Welch on GE Leaders:

Have a Passion for Excellence and Hate BureaucracyAre Open to Ideas from AnywhereLive Quality...and Drive Cost and Speed for Competitive AdvantageHave the Self-Confidence to Involve Everyone and Behave in a Boundaryless FashionCreate a Clear, SIMPLE, Reality-based vision—And Communicate It to All Constituencies

Jack Welch on GE Leaders:Have a Passion for Excellence and Hate BureaucracyAre Open to Ideas from AnywhereLive Quality...and Drive Cost and Speed for Competitive AdvantageHave the Self-Confidence to Involve Everyone and Behave in a Boundaryless FashionCreate a Clear, SIMPLE, Reality-based vision—And Communicate It to All Constituencies

Jack Welch on GE Leaders:Have Enormous Energy and the Ability to Energize OthersStretch…Set Aggressive Goals…Reward Progress…Yet Understand Accountability and CommitmentSee Change as Opportunity…Not ThreatHave Global Brains…and Build Diverse and Global Teams.What is your value guide as a leader?

Jack Welch on GE Leaders:Have Enormous Energy and the Ability to Energize OthersStretch…Set Aggressive Goals…Reward Progress…Yet Understand Accountability and CommitmentSee Change as Opportunity…Not ThreatHave Global Brains…and Build Diverse and Global Teams.What is your value guide as a leader?

Conclusion & Questions to Ponder (cont.)Conclusion & Questions to Ponder (cont.)

As Institutions Grow and Become More Comfortable, Their Priorities Shift:As Institutions Grow and Become More Comfortable, Their Priorities Shift:

From speed to controlFrom leading to managingFrom winning to conserving what they had wonFrom serving the customer to serving the bureaucracyWhere are you positioned as a leader; as an institution?

From speed to controlFrom leading to managingFrom winning to conserving what they had wonFrom serving the customer to serving the bureaucracyWhere are you positioned as a leader; as an institution?

CitationsCitations

Knowledge Nomads and the Nervously Employed, Rich Feller and Judy WhichardGood to Great, Jim CollinsJack Welch and the GE Way, Management Insights and Leadership Secrets of the Legendary CEO, Robert Slater

Knowledge Nomads and the Nervously Employed, Rich Feller and Judy WhichardGood to Great, Jim CollinsJack Welch and the GE Way, Management Insights and Leadership Secrets of the Legendary CEO, Robert Slater

AcknowledgementsAcknowledgements

Crystal Thomas, Colorado State UniversityCarmen Fike, Montana State University

Crystal Thomas, Colorado State UniversityCarmen Fike, Montana State University

Questions?

Thank you!

Questions?

Thank you!

Kathi DelehoyKathi.Delehoy@research.colostate.edu

Leslie Schmidtlschmidt@montana.edu

Kathi DelehoyKathi.Delehoy@research.colostate.edu

Leslie Schmidtlschmidt@montana.edu