The Wise Advisor: What Every Professional Should Know About Consulting and Counseling

A good mentor is a good listener. Hear exactly what the student is trying to tell you-without first interpreting or judging. Pay attention to the "subtext" and undertones of the student's words, including tone, attitude, and body language. When you think you have understood a point, it might be helpful to repeat it to the student and ask whether you have understood correctly. Through careful listening, you convey your empathy for the student and your understanding of a student's challenges. When a student feels this empathy, the way is open for clear communication and more-effective mentoring.

The amount of attention that a mentor gives will vary widely. A student who is doing well might require only "check-ins" or brief meetings. Another student might have continuing difficulties and require several formal meetings a week; one or two students might occupy most of an adviser's mentoring time. Try through regular contact-daily, if possible-to keep all your students on the "radar screen" to anticipate problems before they become serious.

Don't assume that the only students who need help are those who ask for it. Even a student who is doing well could need an occasional, serious conversation. One way to increase your awareness of important student issues and develop rapport is to work with student organizations and initiatives. This will also increase your accessibility to students. No mentor can know everything a given student might need to learn in order to succeed.

Everyone benefits from multiple mentors of diverse talents, ages, and personalities. No one benefits when a mentor is too "possessive" of a student. Sometimes a mentoring team works best. For example, if you are a faculty member advising a physics student who would like to work in the private sector, you might encourage him or her to find mentors in industry as well.

A non-Hispanic faculty member advising a Hispanic student might form an advising team that includes a Hispanic faculty member in a related discipline. Other appropriate mentors could include other students, more-advanced postdoctoral associates, and other faculty in the same or other fields. A good place to find additional mentors is in the disciplinary societies, where students can meet scientists, engineers, and students from their own or other institutions at different stages of development.

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Coordinate activities with other mentors. For example, a group of mentors might be able to hire an outside speaker or consultant whom you could not afford on your own. You can be a powerful ally for students by helping them build their network of contacts and potential mentors. Advise them to begin with you, other faculty acquaintances, and off-campus people met through jobs, internships, or chapter meetings of professional societies.

Building a professional network is a lifelong process that can be crucial in finding a satisfying position and career.

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Be alert for ways to illustrate ethical issues and choices. The earlier that students are exposed to the notion of scientific integrity, the better prepared they will be to deal with ethical questions that arise in their own work.

Discuss your policies on grades, conflicts of interest, authorship credits, and who goes to meetings. Use real-life questions to help the student understand what is meant by scientific misconduct: What would you do if I asked you to cut corners in your work? What would you do if you had a boss who was unethical? Most of all, show by your own example what you mean by ethical conduct. Responsible Conduct in Research , also available on line.

In years to come, female students and students of minority groups might make up the majority of the population. Every mentor is challenged to adapt to the growing sex, ethnic, and cultural diversity of both student and faculty populations. Many minority-group students are deterred from careers in science and engineering by inadequate preparation, a scarcity of role models, low expectations on the part of others, and unfamiliarity with the culture and idioms of science. Mentors can often be effective through a style that not only welcomes, nurtures, and encourages questions, but also challenges students to develop critical thinking, self-discipline, and good study habits.

Expectations for minority-group students in science have traditionally been too low, and this can have an adverse effect on achievement.

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A clear statement that you expect the same high performance from all students might prove helpful. Be aware of minority support groups on your campus and of appropriate role models.

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Link minority-group students with such national support organizations as the National Action Council for Minorities in Engineering see " Resources ". You could find yourself advising students of different cultural backgrounds including those with disabilities who have different communication and learning styles.

Such students might hail from discrete rural or urban cultures in the United States or from abroad; in many programs, foreign-born students are in the majority. If you are not familiar with a particular culture, it is of great importance to demonstrate your willingness to communicate with and to understand each student as a unique individual.

Are you baffled by a student's behavior? Don't hesitate to ask colleagues and the students themselves for help. Finding role models is especially important for students from a culture other than yours. Examine yourself for cultural biases or stereotypical thinking. In some fields—notably psychology, the social sciences, and the life sciences—females are well represented as students but underrepresented in the professoriate and are not always appointed to assistant professor positions at a rate that one would expect on the basis of PhD and postdoctoral student representation.

In other fields—such as mathematics, physics, computer science, and engineering—females are underrepresented at all levels. Thanks for telling us about the problem. Return to Book Page. Salacuse presents a seven-point, comprehensive system to guide all professionals, from lawyers and consulting engineers to management consultants and financial planners, in the process of wisely and effectively advising their clients. Giving advice is an essential task in all professions. Doctors, lawyers, management consultants, financial planners, consulting engineers, an Salacuse presents a seven-point, comprehensive system to guide all professionals, from lawyers and consulting engineers to management consultants and financial planners, in the process of wisely and effectively advising their clients.

Doctors, lawyers, management consultants, financial planners, consulting engineers, and accountants are called on every day to give wise advise to their clients on what they should do. Some professionals carry out this task well; others do it poorly. The ability of a doctor, lawyer, management consultant, or financial planner to help another person with a problem depends as much on a command of the process of giving advice as on an understanding of medicine, law, business, or finance.

Salacuse presents a clear and workable method for understanding and carrying out the advising process. His system is based on basic principles that govern all advising, regardless of the profession or area of life in which the advisor works: Know the persons who will use the advice; help, or at least do no harm; recognize how advice matters and can have serious consequences; negotiate your role with the client; develop a partnership between advisor and client; tailor advice to the life, needs, and objectives of the client, and make that advice clear and constructive; keep advice pure of self-interest, prejudices, and personal shortcomings; and know when to stop.



Drawing on examples and cases from virtually every profession, Salacuse shows how to apply these seven principles in a wide variety of advising situations. The Wise Advisor is an indispensable tool for any person who gives professional advice. Published January 30th by Praeger first published January 1st Start reading The Wise Advisor on your Kindle in under a minute.

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Don't have a Kindle? Try the Kindle edition and experience these great reading features: Share your thoughts with other customers. Write a customer review. Showing of 2 reviews. Top Reviews Most recent Top Reviews. There was a problem filtering reviews right now. Please try again later. A must ready for anyone doing or thinking about doing professional consulting.

It has made me a better advisor and I have bought copies for several people we engage as consultants. I wish they could have read it years ago. It is packed with wise advice on how to give better advice and to make your advice more likely to be accepted. Amazon Giveaway allows you to run promotional giveaways in order to create buzz, reward your audience, and attract new followers and customers. Learn more about Amazon Giveaway. Set up a giveaway.

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