By: S. Amanda Ali, ORT Times Writer
Many factors contribute to a scientist’s legacy or academic footprint: the impact of their publications, the translation of their research and their mentorship capabilities. While most scientists accumulate years of experience in the publishing process and research translation, few receive direct training on how to be effective mentors or managers. It is therefore not uncommon for scientists to feel that their management and leadership skills are lacking. The importance of strong leadership in the research domain should not be underestimated, as good relationships may be the key to scientific success.
A recent report by organizational psychologist, Dr. Alison Antes, looked at behaviours in the scientific workplace. She interviewed over 50 scientists described by their peers as outstanding in terms of scientific accomplishments and conduct. Her findings revealed a consistent message: successful researchers establish and maintain positive relationships in their labs. As a result, Dr. Antes has outlined six essential tasks that scientists can use to prioritize relationship building in the workplace:
Step 1: Have regular one-on-one meetings with each member of your team to discuss any issues at hand, including career guidance, project goals and concerning behaviours.
Step 2: In one-on-one meetings, provide the opportunity for trainees to discuss their frustrations and achievements.
Step 3: Make yourself visible to show that you are available and approachable (e.g., take periodic strolls through the lab).
Step 4: Lead by example—ensure that your actions and words show that you value collaboration in your group.
Step 5: Schedule social events for your group to interact in a less formal environment.
Step 6: Share best practices with your colleagues to promote strong leadership in your department.
Following these six steps enables problems to be identified and addressed earlier and prevents them from snowballing into bigger issues. These activities also help build more authentic relationships among peers, which supports research productivity.
Rather than enforce rules, the most effective managers are those that empower and inspire, and this is true across many workplaces. Jacob Morgan, author of The Future of Work: Attract New Talent, Build Better Leaders, and Create a Competitive Organization, suggests that great managers act like coaches. They understand their team members’ weaknesses yet focus on their strengths, take time to know each person’s story, embrace their own weaknesses and challenge convention.
In essence, there is a significant ‘human’ component to being a good leader, mentor and manager. As Dr. Antes suggests, to be a good leader, you must be human first. Show your team members that you are a person too, and not only do you understand their plight, but are there to support them in their goals. The success of the trainee translates directly to the success of the supervisor, so to be the best scientist, be the best mentor.