2014 LDI Younger Chemist Leaders Track

American Chemical Society

2014 LDIYounger Chemist Leaders TrackLisa NogajGannon University

Christine McInnisDow Chemical

Wasiu LawalUniversity of Texas at Arlington

Ice BreakerIntroduce 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


ACS Leadership Development SystemChristine E. McInnis, Ph.D.

YCC Local and Regional Affairs Working Group Chair


ACS Leadership Model

Character

Setting a Clear Direction

Focus onResults

PersonalCapability

InterpersonalSkills


ACS Competency Framework

• Character• Personal Capabilities

– Innovation– Networking– Knowledge of ACS

• Results Orientation– Takes initiative– Gets others to step up– Delegates/shares

responsibilities– Keeps projects moving forward

• Interpersonal Skills– Involves others– Builds consensus– Coaching and mentoring– Listens– Values inclusiveness– Deals with conflict– Influences others

• Setting a Clear Direction– Strategic planning and organization– Communicating– Decisiveness


ACS Leadership Development System: Connections

Defining Leadership/Extraordinary Performance


Defining Leadership — Extraordinary Moments

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What Do Extraordinary Leaders Share in Common?


GROUP EXERCISE15 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!

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Leadership Qualities Reflection


What is leadership?

PARTNER EXERCISE5 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.


Three Fundamental Elements


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Competence

OrganizationalNeeds

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Variation #1


Competence Passion

Hobby

OrganizationalNeeds

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Variation #2


Passion

Rookie

Competence

OrganizationalNeeds

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Variation #3


Competence

OrganizationalNeeds

Chore

Passion

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The Power of Convergence


Extraordinary Performance

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Training on Diversity and InclusionTeri Quinn Gray, Ph.D

Chair of the ACS Diversity & Inclusion Advisory Board


What is the YCC?Douglas Hausner, Ph.D.

Chair of the ACS Younger Chemists Committee


ACS: The Early Years

• Founded in 1876• Forum for meeting and sharing ideas and

an outlet to publish research

“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


Continual Growth of ACS

0

20000

40000

60000

80000

100000

120000

140000

160000

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Year 1900 1925 1950 1975 2000


ACS Mission and Vision

MissionTo advance the broader chemistry enterprise and its practitioners for the benefit of Earth and its people.

Improving people's lives throughthe transforming power of chemistry

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"


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


YCC Members

American Chemical Society 26ACS National Meeting in Indianapolis, IN, September 2013


YCC Mission and Vision

MissionTo 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.

What Does YCC Do?

• Organize events at national ACS meetings


Symposia

Socials

Receptions

What Does YCC Do?

• We reward excellent, volunteerism, leadership and research of young chemists through YCC awards


Younger Chemist Leadership Development Award

YCC Awards

ChemLuminary Awards


2013 Outstanding or Creative LSYCC Event to Michigan State University LSYCC

2013 Outstanding New LSYCC to the Chicago and Central Texas LSYCCs

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 post-doctoral appointments OR within the first seven years of their professional career

– Awarded biannually in the amount of $1000


YCC Awards

Priscilla Carney Jones Scholarship


2013 Recipient Casandra Sowash,Santa Clara Univ.

– 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

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 yearsfor scientific research


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)

Local Section Younger Chemists Committees

(LSYCC)

What are LSYCCs?



ACS Local Sections

LSYCC Starter Kit

• We help younger chemists start LSYCCs


YCC Starter Grants

• We provide financial support for LSYCCs to host their first events

• Application in LSYCC Starter Kit (Appendix B)


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!


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


Sign up for Alerts to Stay in the Loop

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Facebook

Vine

Twitter

YCC Website


Keynote AddressThomas Barton, Ph.D.

President of the American Chemical Society


Social StylesPart IChristine E. McInnis, Ph.D.


Social Styles: What is your style?Leadership Development InstituteJanuary 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 minutesBreak 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 GroupDRIVERDrivers 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.

DRIVERSHere 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 GroupEXPRESSIVEExpressives 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.

EXPRESSIVESHere 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 GroupANALYTICALAnalyticals 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.

ANALYTICALSHere 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 GroupAMIABLEAmiables 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.

AMIABLESHere 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 StylesIdentify

◦Identify the person’s social styleReflect

◦Reflect on the person’s expectations for interactions with you

Modify◦Decide how to modify your behaviors

to maximize effectiveness

Style Identification: Behavior Clues

TASK

PEOPLE

TELLASK

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• 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

ASK• Uses conditional language• Asks more questions than statements• Leans back• Has a deliberate rate of speech• Speaks at a softer volume• Makes fewer interruptions

PEOPLE• Uses more and wider

gestures and body language• Has a varied tone and voice

inflection• Shares and displays

emotions• Displays more facial

expression• Focuses dialogue first on

people and relationships

Social Style Versatility

TASK

PEOPLE

TELLASK

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• Get to the point quickly• Volunteer information to the

person• Be willing to express points of

disagreement• Initiate conversation• Act quickly on decisions

ASK• Ask for the person’s

opinions first• Use a slower pace• Listen without interrupting• Pause more often• Ask for a commitment

without pressure

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

Activity: 5 minutesWrite three things you will do to

modify your behavior for each of the other three social styles

Activity: Social VersatilityNeed 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 EXPRESSIVEPrimary 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

Referenceshttp://www.trainingontarget.com/

mainpages/social_style_self_profile.asp

Building Relationship Versatility, Wilson Learning Worldwide, 2006.

http://www.trainingontarget.com/mainpages/social_style_self_profile.asp




Communicating Science to Your Peers and the PublicLisa J. Nogaj, Ph.D.

YCC Local and Regional Affairs Working Group

• 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.

The Importance of Communication



Ever See a Bad Presentation?

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!


COMMUNICATING YOUR KEY MESSAGE

Staying on Point


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?


COMMUNICATION TARGETS


Peers and Professionals•Every chemist has an important role in shaping the field•Chemistry connects to countless other fields

General Public•Chemists improve the world and make a difference•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

Teachers, Students and Parents

•ACS supports chemistry educations at all levels•Talking about chemistry inspires chemists (and scientists) to-be

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.


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.


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 audienceGreet 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 materialPractice your speech and revise it if necessary. If you're not familiar with your material or are uncomfortable, your nervousness will increase.


PREPARE

• Come prepared with a good example or anecdoteo 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


COMMIT

• Enthusiasm is contagious!

• Focus on the most exciting topics

• If a topic is not exciting, then don’t talk about it


CONNECT


• Speech: a dialogue in which you do all the talking

• Become partners in conversationwith 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.

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.


BE PRESENT

• RelaxEase tension by doing exercises

• Visualize yourself giving your speechWhen you visualize yourself as successful,you will be successful

• Concentrate on the message, not the mediumFocus attention on your message and your audience

• Turn nervousness into positive energyTransform nervousness it into vitality and enthusiasm


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.

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, informativeand 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.

PARTS OF A GOOD SPEECHYour Turn


Introduction

• Attention-Gettero Personal references like a story, real or hypotheticalo Humor/play-on-wordso Rhetorical or action questions with statements to follow upo Unusual or dramatic/startling statemento 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?)


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


Conclusions

• Signals end of presentationo 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



References

• http://leadership.uoregon.edu/resources/exercises_tips/skills/public_speaking

• http://www.studygs.net/speaking.htm• http

://www.etsu.edu/cas/comm/speech/documents/Components_Of_A_Speech.pdf

• http://www.slideshare.net/guestfdfd3a/chapter-12-and-13-public-speaking-developing-and-structuring-the-message


http://leadership.uoregon.edu/resources/exercises_tips/skills/public_speaking



http://www.studygs.net/speaking.htm



http://www.etsu.edu/cas/comm/speech/documents/Components_Of_A_Speech.pdf



http://www.slideshare.net/guestfdfd3a/chapter-12-and-13-public-speaking-developing-and-structuring-the-message




GROUP EXERCISE I30 minutes

Technical TalkGive 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!


GROUP EXERCISE II30 minutes

Elevator SpeechYou 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!


Communication Reflection


What makes a speaker effective?

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Leadership Opportunities in the ACSThomas 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


Social StylesPart IIChristine E. McInnis, Ph.D.



Speaking SimplyDouglas Dollemore

ACS Senior Science Writer


Closing Comments on LeadershipWilliam F. Carroll, Ph.D.

ACS Board of Directors and ACS Past President (2005)


Conclusion

Documents

2014 LDI Younger Chemist Leaders Track