Yerkes RAS Pre-Award Manager Candidate Presentation Esther Kim Ruder - - PowerPoint PPT Presentation

yerkes ras pre award manager candidate presentation
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Yerkes RAS Pre-Award Manager Candidate Presentation Esther Kim Ruder - - PowerPoint PPT Presentation

Yerkes RAS Pre-Award Manager Candidate Presentation Esther Kim Ruder Tuesday, May 12, 2020 10:00 AM Introduction Work Experience With Emory & Yerkes RAS since May 2019 Previous institutions: o Georgia State University o


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Yerkes RAS Pre-Award Manager Candidate Presentation Esther Kim Ruder

Tuesday, May 12, 2020 10:00 AM

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Education

  • B.A. – New York University
  • M.M. – University of South Carolina
  • Ph.D. (current) – Georgia State University

Work Experience

  • With Emory & Yerkes RAS since May 2019
  • Previous institutions:
  • Georgia State University
  • University of South Carolina
  • Princeton University
  • Teachers College, Columbia University
  • New York University

Introduction

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Core Areas of Responsibility:

  • 1. Customer service and partnerships with key stakeholders
  • 2. Quality faculty service and meeting expectations
  • 3. Leading and coaching a high-performance team

Overview

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How can RAS ensure a strong level of customer service?

  • Connect with the customer (faculty, administrators, students, etc.)

and commit to deliver

  • Providing the same service to all customers
  • Follow up and follow through
  • Following up as a team strategy
  • Following through as a team behavior
  • 1. Ensuring Strong Levels of Customer Service
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How can RAS ensure a strong level of customer service?

  • Provide reliable hig

high-qua ualit lity service and collaboration

Consistent Collaborative High Quality

RAS

  • 1. Ensuring Strong Levels of Customer Service
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Developing and Nurturing Partnerships

How do we develo lop partne nership hips wit ith h key stakeho hold lders?

  • Prioritize clear communication and transparency
  • Take the time to gather feedback and listen
  • Maintain engagement with the stakeholder
  • 1. Ensuring Strong Levels of Customer Service
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  • Developing positive relationships with faculty are an essential

element to success as a research administrator

  • Be clear and set expectations both ways
  • RAS provides services to faculty (our customer), but we are also

partners

  • 2. Providing Quality Faculty Service
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  • Setting clear expectations as a foundation so that we are
  • n the same page as our customer, the faculty
  • “I thought you meant…”
  • Developing positive relationships that allow RAS to

anticipate faculty’s needs

  • Passive vs. Proactive
  • Striving to improve and build on previous experience to

exceed expectations during the next interaction

  • Learning from the last round
  • Encouraging team members to go the extra mile and

provide exemplary service

  • Exceeding expectations should be our goal

Meeting or Exceed eeding Expectations

  • 2. Providing Quality Faculty Service
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What is a high-performance team?

  • Goal-focused individuals with specialized expertise and complementary skills
  • Collaborators and innovators who produce consistently superior results
  • Pursues performance excellence through:
  • Shared goals and leadership
  • Collaboration and open communication
  • Clear role expectations and group operating rules
  • Early conflict resolution and strong sense of accountability
  • Trust among its members

Source: “Developing and Sustaining High-Performance Work Teams.” Society for Human Resource Management. https://www.shrm.org/resourcesandtools/tools-and- samples/toolkits/pages/developingandsustaininghigh-performanceworkteams.aspx. Accessed May 9, 2020.

  • 3. Leading and Coaching a High-Performance Team
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How is a high-performance team developed? Action

  • Diverse recruitment
  • Thoughtful process improvement
  • Establishing shared team goals

and expectations

  • Providing strong and supportive

leadership

  • Building a network of trust

within the team Emory Leadership Competencies Strategically focused Leads change

  • 3. Leading and Coaching a High-Performance Team
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How is a high-performance team developed? Action

  • Nurturing the development of

the team’s hard and soft skills

  • Empowering team members,

recognizing achievement, and ensuring accountability

  • Addressing issues early and

managing conflicts fairly

  • Helping to build a positive and

encouraging work environment Emory Leadership Competencies Coaches and develops others Empowers/delegates to others Strives for operational excellence

  • 3. Leading and Coaching a High-Performance Team
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How is a high-performance team developed? Action

  • Network and develop

relationships both across campus and with other institutions to help the team learn, grow, and advance

  • Elevate the team to become a

model for our peers Emory Leadership Competencies Influences and impacts others Institutional minded

  • 3. Leading and Coaching a High-Performance Team

Striving for excellence – we are in this together

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Thank you! Esther Kim Ruder ekruder@emory.edu Tel: (404) 727-7217