Advisors

Recommendations for Effective Advising

Set Expectations Early

  • As early as possible, it is critical to hold an open dialogue with your organization about what your expectations are for the organization, and what their expectations are for your role as the advisor. This should be done on an annual basis to avoid any confusion from one year to another.

Availability

  • Being accessible to the leaders really increases your effectiveness. Make sure they can reach you through e-mail or your office number. Attending regular meetings or events also helps in showing that you are willing to contribute.

Challenge the Org

  • Encourage the organization to try new and creative programs. Challenge them to not be satisfied with what has been done in the past but to develop programs that enhance their experience in new ways

Information Resource

  • The students will frequently call upon the advisor for information. Responding to students with comments that you will assist them in finding answers will go a long way to establish your credibility as a new adviser with the students. Advisers should expect to be consulted regularly by the officers concerning their plans for programs and activities. Additionally, advisers should know what events and projects are being planned and should offer their ideas and suggestions without dominating program planning.

Mitigate Risk

  • As an advisor of a student organization, you are the university’s representative regarding the organization’s activities. As such, advisors are expected to give reasonable and sound advice about such things as programs, use of facilities and operational procedures. If advisors have reason to question an action taken by the organization, express concerns directly to the organization in person, and follow up in writing, including the date, a suggested alternative to the questionable action, a warning, etc.

Financial Supervision

  • While each organization should elect its own treasurer, the adviser may need to spend some time in supervising the financial records. Advisers may find it necessary to teach the treasurer the elements of simple bookkeeping. The adviser should be aware of the organization’s expenditures, income and the prompt payment of bills.

Org Record Keeping

  • The adviser should encourage that the treasurer and secretary maintain adequate records and minutes of the organization’s activities. Because records are an important part of the organization’s history as well as containing information of value to future officers, they should be protected from loss, and archived in the student organization room on an annual basis.

Org Event/Activities

  • Advisers need not attend all organization meetings and social functions but should attend whenever possible. By participating, the adviser can help set the social tone of the occasion, be available to deal with problems and demonstrate their continuing interest in the organization’s activities.

Officers & Elections

  • It is important for the adviser to have a discussion with the executive officers soon following their election to the board about expectations. The adviser needs to address availability due to family or other personal and professional commitments. There may be activities that are very important to the organization due to tradition or participation by the advisor where the students will want their adviser to be present.

Motivate & Encourage

  • Understanding what motivates individual members and executive officers will assist you in knowing who to send a thank you note to, check in with, or just pat on the back. It is important to recognize not all students are motivated in the same manner. Utilize the students to provide peer recognition and motivation.

Provide Continuity

  • Providing continuity is a very important responsibility. The turnover of officers and members in a student organization is constant. The advisers orient new officers and members to this history and help them build on it. Continuity also implies a link with the future and the adviser can play an important role in helping to develop long- term plans for the future of the organization and communicate these plans to succeeding members.

Advising Styles and Skills

Situational advising allows you to change your advising style to match the development needs of the individual or organization you advise. Your advising style is the way you advise when you work with someone. It is how you conduct yourself, over time, when you are trying to influence the performance of others.

Styles

  • The advisor provides specific instructions and closely supervises task accomplishments. Use this style with students/groups that are at a low level of readiness.

  • The advisor continues to direct and closely supervise task accomplishment, but also explains
    decisions, solicits suggestions, and supports progress. Use this style with groups that have a few leaders that are at a higher readiness level who will need your support with the rest of the group to get things accomplished.

  • The advisor facilitates and supports the efforts toward task accomplishments and shares responsibilities for decision making with the students. Use this style with students/groups that are just starting to understand the concepts that will lead to success - the group is just starting to “get it”.

  • The advisor empowers the students to conduct their own decision making, problem solving, and delegating. Use this style with students/groups that are at a high level of readiness.

Skills

  • You must be able to move from one style to another in order to meet the needs of the different types of students and multiple circumstances you will encounter.

  • You have to learn how to diagnose the needs of the students you advise. 

    Determining what is needed as opposed to what is wanted is sometimes a difficult task. 

    It is also important to note that what is needed is not always the thing that will get the most positive response - it is what will lead the student through a problem, set the standard for the future, or help to teach the student a valuable life lesson. 

  • You have to learn how to come to some agreements with students. 

    It can be helpful to work together to reach an agreement as to which advising style they seek from you. 

    This is a valuable lesson for assisting students with understanding the rules of engagement and interaction that will be carried forth as they mature.

Training and Transition

One of the most important functions of an advisor is to assist in the transition from one set of officers to the next. 
An advisor can play a stabilizing role as they have seen change, know what works and can help maintain continuity. Investing time in a good officer transition early on will set up your new officers for success. The key to a successful transition is making sure the new officers know their jobs before they take office. Expectations should be clearly defined. 

Here are some questions you can ask yourself and the new officer:
What are the expectations of each position? 
How can you see yourself fitting into the team?
What are the students' expectations of their position and what are their goals?

Here are two recommended ways to assist in officer transitions.

The Team Effort

The team effort involves the outgoing officer board, the advisor, and the incoming officer board. This method involves a retreat or a series of meetings where outgoing officers work with incoming officers to:

  1. Past records/notebooks (transition binder) for their office and updating those together
  2. Discuss what should take place regarding previous year projects that have been completed; upcoming/incomplete project, challenges and setbacks, and anything new officers need to know to do their jobs effectively.
    • Facilitate discussion and be a sounding board for ideas
    • Organize and provide the structure of a retreat
    • Offer suggestions on various questions
    • Refrain from telling new officers what they should do
    • Be prepared to fill in the blanks. If an outgoing officer doesn’t know how something was done or doesn’t have any records to pass on to the incoming officer, you can help by providing the information they don't have.
    • Provide historical background when needed, help keep goals specific, attainable and measurable
    • Provide advice on policies and procedures.

One-to-One Advisor Training with Officers

While it is ideal to have the outgoing and the incoming officers meet to transition as a group, often this can be difficult to schedule which leaves the new officer training to the advisor. In this case, there should be a one-on-one meeting to educate each of the new officers. If it isn’t possible to obtain the notes or transition binder from the outgoing officer, be prepared to make a new one.

Talk about what the officers hope to accomplish during their terms in office, assess the officer's role in the organization. 

  • A good transition binder should include items such as:

    • forms the officer may need,
    • copies of previous meeting agendas,
    • a hard copy of the most up to date constitution and bylaws,
    • any outstanding paperwork,
    • procedures and best practices for the position, and 
    • any other necessary information to fulfill the position.