1. Don't lose touch with the lab. Take time--even if it's only a few minutes a week--to talk individually to lab team members about their work. 2. Address problems as soon as they arise. 3. Clearly define the objective of each lab project. 4. Let scientists be scientists. Let them pursue a project in a way they think is optimal. 5. Be available--and let it be known you're available--to help when help is needed. 6. Communicate. Keep team members informed about the institution or company, the field, and your own thoughts about the lab's work. Listen to their thoughts and ideas. 7. Give criticism in private. 8. Give praise whenever an opportunity arises. Showing genuine interest in and enthusiasm about a person's work is often the best form of praise. 9. Treat all team members--even the ones you don't particularly like--with respect. 10. Don't make promises you can't keep. "Well, ...
Making The Transition From Bench Scientist To Lab Leader
During a break in a seminar at a biotechnology firm, a chemist approached his lab supervisor to chat about a project. "You know, we're really behind," the chemist said. "I think I need to come in this weekend and run some samples." 1. Don't lose touch with the lab. Take time--even if it's only a few minutes a week--to talk individually to lab team members about their work. 2. Address problems as soon as they arise. 3. Clearly define the objective of each lab project. 4. Let scientists be
Written byKathryn Phillips
| 8 min read
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