Hello and welcome. I'm Anne Libby, your course director. I'm glad you've joined us now for this management module on growing and maintaining your research team. My colleagues and I will cover important practices when managing people who work for you, delegating and supervising effectively and retaining them as happy productive contributors over a period of time. You'll gain practical management tips from some of my very favorite research leaders, both early career and extremely experienced senior scientific leaders. I strongly recommend that after each lecture, you watch the interviews for valuable information and personal experiences and reflections. A common mistake for early career researchers is to assume that people think like you, are motivated the same as you, will work as hard as you, and are as dedicated to your research idea as you. In fact, nobody is, not even your own parent or spouse will probably be motivated to read every one of your research drafts. So that's one of the first realities of management. You need to engage someone to work with you and advance your goals. You cannot make anyone do anything, even when you're paying someone's salary and you must take steps to train, supervise, give feedback, and develop your people. Your goal is that they will be your extender and do for you what you don't want to do or can no longer do for yourself. You want to manage effectively in a way that makes them accountable and responsible for their work. Sometimes new managers feel like they spend as much energy managing somebody as getting the work from them. So why not just do it yourself? Well, we know the answer to that. You can't do everything yourself for long if your scientific enterprise is going to grow, and frankly, that's not the most effective or efficient way to work. Remember, we're in a world of specialization. You are a highly specialized clinician or investigator and it makes sense to do things that only you can do, and delegate out things that somebody else can do. Delegation is a tricky business. You want to trust and verify and ensure scientific integrity. So we're going to talk about performance management and effective reviews, including but not limited to annual performance reviews. Many of us learned by trial and error, but when dealing with employees, this can be extremely disruptive to your research. Our goal is to give you more advanced skills so you can avoid common traps. We'll move you along a path to success. I assure you that the better you get at management, the better your life will be as a research leader. So let's begin.