What's Not Working?
Most people I’ve worked with would like to be as effective as possible as a scientist and/or science leader, but are held back in one way or another.
Can you relate to any of the following issues?
“Politics and performance pressure are a real distraction.”
The pressure for results has led to some unsavory realities: It seems that people who are politically adept are promoted (“politician scientists”), and there’s pressure to tell the business people what they want to hear. How can I maintain my integrity and thrive as a leader (or front-line scientist) in such an environment?
“I’m wary of team-building, leadership training, coaching, etc.”
The trainings are too generic, take up valuable time, and don’t suit my specific context. Frankly, it sometimes comes across as indoctrination or remedial. I’m not looking to be “trained,” but I’m attracted to overcoming a few key obstacles , especially if it’s not an arduous and time-consuming process.
“Leading other scientists can be a challenge.”
Our curiosity and desire to understand how the world works is essential, but at times, the requisite focus and skepticism can interfere in my attempts to lead our team in a direction that forwards the company’s goals. What if I could foster a team climate that allows everyone to thrive so we can stop wasting time resisting and blaming each other?
“I don’t want to lose touch with science.”
Science is part of who I am and it seems straightforward when compared to working with people. I’m finding that I may not be able to be an expert on everything and I’m having trouble adjusting to that. How do I come to terms with this? How can I let others be the experts, make my expectations to them clear, let them deliver, and hold them accountable if they don’t? It was so much easier when I was in complete control of my world at the bench.
“It’s difficult making decisions that upset others.”
How can I foster mutual respect even when we don’t agree? How can I seek (and listen to) feedback, consider it, and then make the tough decisions? Is it possible for people who don’t agree with my decision to support it?
“I have trouble hearing feedback.”
I’m a thoughtful person who tries to get things right, so when I’m criticized, I feel terrible. How can I turn that around? And how can I give feedback most effectively?
"What scientists do is hard to measure and manage using common techniques."
I feel at odds with people who use traditional management techniques. We're not churning out widgets! Our work involves exploration, which is hard to predict and measure. Given this, how can I lead my team as effectively as possible and work better with nonscientists who need to understand our performance?
What if you could address such obstacles with a few catalytic changes?
If you’re asking questions like these, you’re on your way: your curiosity and discerning nature are strengths that will serve you well in a coaching engagement. I can help you use these and other strengths to broaden your effectiveness in work and life, especially with respect to the people around you, expanding your positive influence, effectiveness, satisfaction, and happiness.