Transcript Slide 1
American Chemical Society 2014 LDI Younger Chemist Leaders Track Lisa Nogaj Gannon University Christine McInnis Dow Chemical Wasiu Lawal University of Texas at Arlington Ice Breaker Introduce yourself when you hear someone else share a common trait/interest with you. Please share: 1. Your name 2. Your current position (school, job, etc.) 3. Current ACS activities 4. Three interesting and/or unique facts (interests, hobbies, hidden talents, etc.) about yourself that are NOT related to chemistry American Chemical Society 2 American Chemical Society ACS Leadership Development System Christine E. McInnis, Ph.D. YCC Local and Regional Affairs Working Group Chair ACS Leadership Model Setting a Clear Direction Focus on Results Character Interpersonal Skills Personal Capability American Chemical Society 4 ACS Competency Framework • Character • Personal Capabilities • • Interpersonal Skills – Involves others – Innovation – Builds consensus – Networking – Coaching and mentoring – Knowledge of ACS – Listens – Values inclusiveness Results Orientation – Takes initiative – Deals with conflict – Gets others to step up – Influences others – Delegates/shares responsibilities • – Keeps projects moving forward Setting a Clear Direction – Strategic planning and organization – Communicating – Decisiveness American Chemical Society 5 ACS Leadership Development System: Connections American Chemical Society 6 Defining Leadership/Extraordinary Performance Defining Leadership — Extraordinary Moments American Chemical Society 7 What Do Extraordinary Leaders Share in Common? American Chemical Society 8 GROUP EXERCISE 15 minutes Share a story with your group about the best or worst leader you have encountered. As a group, identify leadership characteristics by asking the question: “What was it that made this person such an effective or ineffective leader?” Please remember to have someone record your group’s thoughts! American Chemical Society 9 Leadership Qualities Reflection What is leadership? American Chemical Society PARTNER EXERCISE 5 minutes Think about a time in your professional life when you were performing at your peak—a time when you felt that you had accomplished something extraordinary on the job. 1. Describe what factors were present in the task itself and your work environment that made this such an extraordinary experience. 2. In your assigned group, share this extraordinary experience (briefly) and your list of factors that made it possible. Come up with a list of common themes from your group. American Chemical Society 11 Work Environment Three Fundamental Elements Competence American Chemical Society Passion Organizational Needs 12 American Chemical Society Competence Hobby Work Environment Variation #1 Passion Organizational Needs 13 Work Environment Variation #2 Competence American Chemical Society Passion Organizational Needs 14 Work Environment Variation #3 American Chemical Society Passion Competence Organizational Needs 15 Work Environment The Power of Convergence Extraordinary Performance American Chemical Society 16 American Chemical Society 17 American Chemical Society Training on Diversity and Inclusion Teri Quinn Gray, Ph.D Chair of the ACS Diversity & Inclusion Advisory Board American Chemical Society What is the YCC? Douglas Hausner, Ph.D. Chair of the ACS Younger Chemists Committee ACS: The Early Years “Let us begin this Society small, let it do its work well, and it will undoubtedly grow.” --William H. Nichols, a founder of the ACS • Founded in 1876 • Forum for meeting and sharing ideas and an outlet to publish research American Chemical Society 20 Continual Growth of ACS 180000 160000 140000 120000 100000 80000 60000 40000 20000 0 Year American Chemical Society 1900 1925 1950 1975 2000 21 ACS Mission and Vision Mission To advance the broader chemistry enterprise and its practitioners for the benefit of Earth and its people. Improving people's lives through the transforming power of chemistry American Chemical Society 22 Younger Chemists Committee (YCC) YCC: The Early Years • Formed in 1974 during a time of unrest (e.g., environment, Watergate, Vietnam War, severe chemist unemployment) • ACS Past President Gordon Nelson, then a graduate student, voiced concerns that YCC be formed to "study how ACS can utilize more effectively the energy and enthusiasm of younger chemists" American Chemical Society 24 Modern-Day YCC • The Younger Chemists Committee (YCC) is a committee chartered by the ACS • Comprised solely of younger chemists (under the age of 35) • Thirty members from industry, academia and government American Chemical Society 25 YCC Members American Chemical Society 26 ACS National Meeting in Indianapolis, IN, September 2013 YCC Mission and Vision Mission To advocate for and support younger chemists, from students through early career professionals, to positively impact ACS and the broader chemistry enterprise. To lead younger chemists into successful careers and active roles in ACS and the profession. American Chemical Society 27 What Does YCC Do? • Organize events at national ACS meetings Symposia Receptions Socials American Chemical Society 28 What Does YCC Do? Younger Chemist Leadership Development Award American Chemical Society • We reward excellent, volunteerism, leadership and research of young chemists through YCC awards 29 YCC Awards ChemLuminary Awards 2013 Outstanding or Creative LSYCC Event to Michigan State University LSYCC American Chemical Society 2013 Outstanding New LSYCC to the Chicago and Central Texas LSYCCs 30 YCC Awards CIBA/YCC Young Scientist Travel Award – Provides funding for young and early-career chemists to travel to and participate in an ACS national or regional meeting – Intended for younger chemists in postdoctoral appointments OR within the first seven years of their professional career – Awarded biannually in the amount of $1000 American Chemical Society 31 YCC Awards Priscilla Carney Jones Scholarship – Joint award with WCC for female undergraduate majors in chemistry or related disciplines who are beginning their junior or senior year – One-time award made on the basis of need and scholarship for a minimum of $1,500 American Chemical Society 2013 Recipient Casandra Sowash, Santa Clara Univ. 32 YCC Awards Alan T. Waterman Award – Established by Congress to mark the 25th anniversary of NSF and honor its director – Recognizes outstanding young researcher in any STEM field who is supported by NSF – Annual grant award of $1,000,000 over five years for scientific research American Chemical Society 33 What Does YCC Do? • Serve as an interface between younger chemists and the ACS and the broader scientific community Establish intersociety relationships on a global scale with organizations like European Young Chemists Network (EYCN) American Chemical Society 34 Local Section Younger Chemists Committees (LSYCC) What are LSYCCs? American Chemical Society 36 ACS Local Sections American Chemical Society 37 LSYCC Starter Kit • We help younger chemists start LSYCCs American Chemical Society 38 YCC Starter Grants • We provide financial support for LSYCCs to host their first events • Application in LSYCC Starter Kit (Appendix B) American Chemical Society 39 YCC Webinar-in-a-Box Programs • In October and February, YCC teams up with ACS Webinars and ACS Careers to offer the popular Webinar-in-a-Box kit • Our last program was the most highly attended ACS event outside of a national meeting! American Chemical Society 40 How Can I Get Involved? • Attend YCC events at ACS meetings • Apply for a YCC-sponsored award • Join or start up your own LSYCC • Participate in Postdoc2Faculty Workshop, Project SEED or join the Graduate Student Symposium Planning Committee • Consider becoming a member of YCC! American Chemical Society 41 How Do I Benefit? • Unique networking opportunities • Sharpen communication skills • Improve leadership ability • Enhance career development • Expand organizational skills American Chemical Society 42 Sign up for Alerts to Stay in the Loop Facebook Vine Twitter YCC Website 43 American Chemical Society Keynote Address Thomas Barton, Ph.D. President of the American Chemical Society American Chemical Society Social Styles Part I Christine E. McInnis, Ph.D. YCC Local and Regional Affairs Working Group Chair Social Styles: What is your style? Leadership Development Institute January 24-26, 2014 What are Social Styles? Social Styles are different ways or tendencies people have when then express themselves. This will session help you identify your social style. A little later you will learn how to more effectively interact with people of other social styles Activity: 10 minutes Break into groups based on nametag color. Discuss how you prefer to interact or communicate with other people. Create a list of characteristics or traits that describe your group. RED Group DRIVER Drivers are often perceived as businesslike and results-oriented, and as people who like to take initiative. They are seen as liking to challenge new ideas and respond quickly. They often correct, modify, or add to others' suggestions. They are seen as straightforward, decisive, and quick to act. They seem to be most comfortable pursuing their goals when they are in charge and taking the initiative. They are often seen as responding well to situations in which they can map out plans and have others carry them out. They take risks to make things happen, and view problems as just another challenge. DRIVERS Here are some of the phrases often used to describe Drivers: Are often direct and to the point when dealing with others Seem to have strong opinions and convictions Like to initiate, control, and serve as own motivator Tend to be efficient, hardworking, and results-oriented The following tendencies are often seen as strengths: Seem confident and competent to take charge Like challenges and may even prefer to deal with things that are difficult to master Seem able to direct and productively coordinate the work of others Are seen as taking responsibility and making things happen ORANGE Group EXPRESSIVE Expressives are often perceived as energetic, inspiring, and emotional. They are seen as people who feel comfortable taking the social initiative, often spending time engaging in friendly conversation before moving on to the task at hand. They tend to rely on feelings to help make decisions. They are seen as easily excitable and ready to share insights and dreams. EXPRESSIVES Here are some of the phrases often used to describe Expressives: Appear to be excitable, talkative, and intuitive Seem to like an audience; applause or recognition may be a cherished reward Are seen as risk takers, competitive, and spirited Are often visionary, creative, and inspirational The following tendencies are often seen as strengths: Seem able to energize and motivate others Like to stimulate creative exchange of ideas Tend to be enthusiastic and ambitious Often share dreams and ideas YELLOW Group ANALYTICAL Analyticals are often perceived as deliberate, thorough, and logical, and as listeners who follow procedures, carefully weigh all alternatives, and remain steadfast in purpose. They are seen as disciplined, independent, and as people who are likely to let others take the social initiative. They tend to be conservative, businesslike, and persistent in their relationships with others. They tend to pursue their goals only after they have eliminated much of the risk and compiled plenty of data to support a project’s purpose, practicality, and policy. They follow an orderly process, paying attention to all the details. ANALYTICALS Here are some of the phrases often used to describe Analyticals: Seem technically oriented, often seeking structure, certainty, and evidence before making decisions Appear quiet and unassuming; show little emotion when dealing with others Take little social initiative with others; may remain guarded until a strong relationship has been developed Like to extend existing ideas and procedures before going on to something new The following tendencies are often seen as strengths: Seem able to approach problems on the basis of facts and logic and to create solid solutions Tend to make the most practical decision by being thorough and researching ideas Like to discover new ways of solving old problems Seem competent in working out a problem and in getting a job done right Green Group AMIABLE Amiables are often seen as quiet, unassuming, and supportive. They are seen as warm, friendly listeners who seem easy to get along with, as people who enjoy personal contact and shared responsibility. They tend to pursue goals by first establishing strong personal ties. They may be perceived as avoiding risks or fast decisions unless they have strong support or data to back them up. They like time to build relationships and to seek support and feedback from others before they make decisions. They are often cooperative in their interactions with others. AMIABLES Here are some of the phrases often used to describe Amiables: Seem to accept others, placing a high priority on getting along Appear quiet, cooperative, and supportive Seem easy to get to know and work with Like to minimize interpersonal conflict whenever possible The following tendencies are often seen as strengths: May give advice or counsel; may help others and provide positive comments about other people's work and accomplishments May have a deep sense of loyalty and dedication to those in their work and peer groups Seem able to communicate a great deal of trust and confidence in other people Tend to make people feel comfortable about themselves Social Styles Matrix Social Styles: Interacting with other styles Responding to Other Styles Identify ◦ Identify the person’s social style Reflect ◦ Reflect on the person’s expectations for interactions with you Modify ◦ Decide how to modify your behaviors to maximize effectiveness Style Identification: Behavior Clues ASK •Uses conditional language •Asks more questions than statements •Leans back TASK •Has a deliberate rate of speech •Speaks at a softer volume •Makes fewer interruptions ASK PEOPLE •Uses more and wider gestures and body language •Has a varied tone and voice PEOPLE inflection •Shares and displays emotions •Displays more facial expression •Focuses dialogue first on people and relationships TASK •Uses fewer gestures, minimal body language •Has a consistent tone and voice inflection •Shares and displays fewer emotions •Displays less variety in facial expression •Focuses dialogue first on task and facts TELL TELL •Uses declarative language •Makes more statements than questions •Leans forward •Has a rapid rate of speech •Speaks at a louder volume •Makes more frequent interruptions Social Style Versatility ASK •Ask for the person’s opinions first •Use a slower pace •Listen without interrupting •Pause more often •Ask for a commitment without pressure TASK ASK PEOPLE •Verbalize your feelings •Pay personal compliments •Be willing to discuss personal experiences •Use more gestures and facial expressions •Vary the tone of your voice TASK •Talk about the task; emphasize the facts •Demonstrate the logic behind your ideas •Acknowledge the person’s concerns about the use of time •Use fewer gestures and facial expressions •Avoid small talk TELL PEOPLE TELL •Get to the point quickly •Volunteer information to the person •Be willing to express points of disagreement •Initiate conversation •Act quickly on decisions Activity: 5 minutes Write three things you will do to modify your behavior for each of the other three social styles Activity: Social Versatility Need two volunteers Role play a hallway meeting to set the date for your next YCC/Chem Club meeting. Summary of Style Preferences ANALYTICAL AMIABLE DRIVER EXPRESSIVE Primary Asset Systematic Supportive Controlling Energizing Back Up Behavior Avoiding Acquiescing Autocratic Attacking For Growth, Needs to Decide Initiate Listen Check Measure of Personal Value Respect Approval Control Recognition Needs a Climate That Describes Processes Responds Collaborates Let them Save Face Relationships Time Effort Stress Benefits that Answer How the problem is solved Why the solution is best What the solution will do Who else has used the solution Make an Effort to be Accurate Cooperative Efficient Interesting Support Their Principles and thinking Relationships and feelings Conclusions and actions Vision and intuition References http://www.trainingontarget.com/mainpag es/social_style_self_profile.asp Building Relationship Versatility, Wilson Learning Worldwide, 2006. American Chemical Society Communicating Science to Your Peers and the Public Lisa J. Nogaj, Ph.D. YCC Local and Regional Affairs Working Group The Importance of Communication • Communication and leadership skills go hand in hand. People with good communication skills are more likely to be promoted to leadership positions, and good leaders need communication skills to be effective. American Chemical Society 67 Ever See a Bad Presentation? American Chemical Society 68 It’s Not About You • A Bad Talk …focuses on you and your experiences. • A Good Talk …is about the content. Keep your focus on the topic. • Good speakers are enthusiastic! American Chemical Society 69 Staying on Point COMMUNICATING YOUR KEY MESSAGE American Chemical Society 70 How to Deliver the Key Message • Who is my target audience? • What do they need to hear from me? • Which messages fit? • Are they exciting? • What methods best communicate the message? American Chemical Society 71 COMMUNICATION TARGETS Peers and Professionals General Public • Every chemist has an important role in shaping the field • Chemists improve the world and make a difference • Chemistry connects to countless other fields • Chemistry supports everyone Policy Makers and Opinion Leaders • ACS is the largest scientific organization in the world, with more than 164,000 members • Chemistry has a positive impact on the world American Chemical Society Teachers, Students and Parents • ACS supports chemistry educations at all levels • Talking about chemistry inspires chemists (and scientists) to-be 72 FOCUS • Put your main idea into one sentence and try it out. If the response from your listener is a puzzled look, clarify it or find a good example that captures their imagination. • Organize your speech organically. One idea should grow from another and always be in relationship to the focus. • Your public speaking image is critical. People generally retain 4% of the content of any presentation, speech or talk. They always remember 100% of how they felt about it. American Chemical Society 73 PREPARE Research Think Organize Practice • How to Panic: Stand before a group without preparing anything to say. • How to Relax: The better prepared you are, the more you will relax. • Being prepared is not merely a function of time spent studying by osmosis. American Chemical Society 74 PREPARE • Know the room Be familiar with the place you will speak. Arrive early. Walk around the speaking area and practice using microphone and visual aids. • Know the audience Greet some of the audience as they arrive. It's easier to speak to a group of friends than to a group of strangers. • Know your material Practice your speech and revise it if necessary. If you're not familiar with your material or are uncomfortable, your nervousness will increase. American Chemical Society 75 PREPARE • Come prepared with a good example or anecdote o Share something from personal experience o Vivid details allow the audience to envision each moment as it is shared o A good speech might have only one such example, but it will stick with the audience American Chemical Society 76 COMMIT • Enthusiasm is contagious! • Focus on the most exciting topics • If a topic is not exciting, then don’t talk about it American Chemical Society 77 CONNECT • Speech: a dialogue in which you do all the talking • Become partners in conversation with your audience. o Observe body language cues such as smiles, fidgeting and confused looks. o Adjust to what the audience needs. o Novices are usually deaf to this silent conversation, unable to pry their eyes from their notes. Experienced speakers make significant eye contact with specific listeners throughout a room. American Chemical Society 78 DITCH THE DIARY • Minimize notes. Do not write out or memorize a speech (leave that to the actors). Methodic delivery is not interesting. • Memorization and too many notes undercut your natural ability to communicate. – They take you out of the present and turn you into a reader. – Be familiar with your speech and be comfortable enough to make on-the-fly changes if necessary. American Chemical Society 79 BE PRESENT • Relax Ease tension by doing exercises • Visualize yourself giving your speech When you visualize yourself as successful, you will be successful • Concentrate on the message, not the medium Focus attention on your message and your audience • Turn nervousness into positive energy Transform nervousness it into vitality and enthusiasm American Chemical Society 80 BE ALIVE THE WHOLE TIME • Engage the audience after the presentation. • Stay on point, even after the speech. • The interchanges during the questioning can give you clues about your own greatest strengths as a speaker, and you can incorporate them in your next speech. American Chemical Society 81 STRIVE FOR, BUT DON’T EXPECT, PERFECTION • Realize that people want you to succeed. They don't want you to fail. Audiences want you to be interesting, stimulating, informative and entertaining. They are on your side! • Don't apologize. If you mention your nervousness or apologize for problems you think you have with your speech, you may be calling the audience's attention to something they hadn't noticed. • Gain experience. Experience builds confidence, the key to effective speaking. American Chemical Society 82 Your Turn PARTS OF A GOOD SPEECH American Chemical Society 83 Introduction • Attention-Getter o o o o o Personal references like a story, real or hypothetical Humor/play-on-words Rhetorical or action questions with statements to follow up Unusual or dramatic/startling statement Quotes related to topic • Relevance (Why does the audience care?) • Credibility (Are you a qualified presenter?) • Preview (What will the audience hear about?) • Thesis Statement (What is your purpose? What do you want from your listeners?) American Chemical Society 84 Body of Talk • Organization Structure for Main Points – Chronological – Topical – Comparison/Contrast – Problem/Solution • Transitions Between Main Points – Summarize or restate the previous statement and forecast the next one American Chemical Society 85 Conclusions • Signals end of presentation o Summary of Major Points in conclusion, one last thought, let’s summarize, in summary o Re-emphasize thesis o Clincher tie your clincher back to your attention-getting introductory statement • Only end your presentation once American Chemical Society 86 American Chemical Society 87 References • http://leadership.uoregon.edu/resources/exercises_tips/skills/public_speak ing • http://www.studygs.net/speaking.htm • http://www.etsu.edu/cas/comm/speech/documents/Components_Of_A_Sp eech.pdf • http://www.slideshare.net/guestfdfd3a/chapter-12-and-13-public-speakingdeveloping-and-structuring-the-message American Chemical Society 88 GROUP EXERCISE I 30 minutes Technical Talk Give a 2-minute speech to a high school audience about the term on the back of your name tag. Spend 5 minutes organizing your speech. Remember the parts of a good speech and consider your audience! After each person speaks, offer constructive criticism. What was a strength? What could be improved? Don’t be afraid to offer positive suggestions for improvement! American Chemical Society 89 GROUP EXERCISE II 30 minutes Elevator Speech You are interviewing for a job and the interviewer says, “Tell me a little bit about yourself.” Spend 10 minutes organizing your speech. Remember the basic parts of a good speech! After each person speaks, offer constructive criticism. What was a strength? What could be improved? Don’t be afraid to offer positive suggestions for improvement! American Chemical Society 90 Communication Reflection What makes a speaker effective? American Chemical Society 91 American Chemical Society Leadership Opportunities in the ACS Thomas Lane, Ph.D., ACS Past President (2009) Mary Moore, A.A.S., Eastman Chemical Company Joseph Sabol, Ph.D., Chemical Consultant Lisa J. Nogaj, Ph.D., Moderator American Chemical Society Social Styles Part II Christine E. McInnis, Ph.D. YCC Local and Regional Affairs Working Group Chair American Chemical Society Speaking Simply Douglas Dollemore ACS Senior Science Writer American Chemical Society Closing Comments on Leadership William F. Carroll, Ph.D. ACS Board of Directors and ACS Past President (2005) American Chemical Society Conclusion