Management tip

So Many Things to Manage

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So Many Things to Manage

As a manager in a laboratory-based organization, your daily responsibilities are multifaceted and demanding. From overseeing budgets and staff development to ensuring client satisfaction and maintaining safety protocols, the list can seem endless. However, amidst the hustle and bustle of managing a laboratory, there's one crucial aspect that often gets overlooked: managing yourself.  Notebook with To Do List and list stating So Many Things

While managing capital, budgets, and operations are undoubtedly vital, managing oneself is equally crucial for success. This involves not only time management and work-life balance but also continual personal growth and development, and perhaps most importantly, emotional management. The way you handle your emotions impacts not only your own well-being but also the morale of your staff and the satisfaction of your clients.

Here's why managing yourself is paramount for laboratory managers:

Impact on Leadership: Your ability to manage your emotions effectively directly influences your leadership style and effectiveness. By demonstrating emotional resilience, empathy, and self-awareness, you can inspire trust, foster collaboration, and motivate your team to achieve their full potential.

Enhanced Communication: Effective communication is at the heart of successful leadership. Emotionally intelligent managers are adept at expressing themselves clearly and empathetically, fostering open dialogue, resolving conflicts constructively, and building strong relationships with both staff and clients.

Conflict Resolution and Problem-Solving: Laboratories often encounter complex challenges and unforeseen obstacles. Emotionally intelligent managers approach these situations with calmness and rationality, seeking solutions collaboratively and mitigating conflict with diplomacy and tact.

Client Relationships: Clients value professionalism, reliability, and responsiveness. Emotionally intelligent managers understand the importance of managing client interactions with sensitivity and understanding, thereby enhancing satisfaction, loyalty, and long-term partnerships.

Personal Well-being and Resilience: Effective emotional management is not only beneficial for your professional life but also crucial for your personal well-being. By cultivating resilience, managing stress effectively, and maintaining a positive outlook, you can navigate the inevitable ups and downs of managerial roles with grace and composure.

So, how can laboratory managers cultivate and enhance their emotional intelligence?

  • Self-Reflection and Awareness: Take time to reflect on your emotions, triggers, and reactions. Cultivate self-awareness by journaling, seeking feedback from others, and practicing mindfulness techniques such as meditation and deep breathing.
  • Empathy and Perspective-Taking: Put yourself in others' shoes and strive to understand their perspectives and emotions. Empathetic leaders build trust and rapport with their team members, fostering a supportive and inclusive work environment.
  • Effective Stress Management: Develop healthy coping mechanisms for managing stress and pressure. Whether it's through exercise, hobbies, or relaxation techniques, find activities that help you recharge and maintain balance in your life.
  • Continuous Learning and Growth: Invest in developing your emotional intelligence skills through workshops, seminars, and reading relevant literature. Embrace feedback as an opportunity for growth and commit to lifelong learning.

In conclusion, while laboratory managers juggle numerous responsibilities, embracing emotional intelligence is essential for effective leadership, communication, conflict resolution, and personal well-being. By cultivating self-awareness, empathy, resilience, and effective stress management strategies, managers can create a positive work environment, foster strong relationships, and navigate challenges with confidence and grace.

The Power of Definitive Communication: Avoid “I’ll Try”

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The Power of Definitive Communication: Avoid "I'll Try"

As laboratory managers, we navigate a constant influx of requests and responsibilities from various directions. In the dynamic world of leadership, effective communication is crucial. Inspired by Tom Hanks' iconic line in the movie A League of Their Own – "There's No Crying in Baseball" – we offer a leadership training tip: eliminate the phrase "I'll try" from your vocabulary.

Two heads with gears signifying communication

When managers respond with "I'll try," it can inadvertently convey a lack of commitment or a subtle dismissal of the request. This phrase often implies one of three things: a shortage of time, a lack of confidence in completing the task, or a hope that the requester will forget about it. While the intention may be to manage expectations or appear accommodating, it can lead to disappointment, confusion, and ultimately, a waste of time for both the manager and the requester.

Instead of resorting to the vague promise of "I'll try," practice the power of clear and honest communication. If a request falls outside your scope or time constraints, have the courage to express it directly. By acknowledging your limitations or time constraints, you set realistic expectations and avoid creating false hope. This approach fosters transparency, builds trust, and promotes a culture of open communication within your team.

How to Articulate Limitations Effectively:

  • Be Honest and Direct: Clearly communicate if the request is beyond your current capacity or if you lack the necessary resources. Honesty is a cornerstone of effective leadership.
  • Offer Alternatives: If possible, suggest alternative solutions or propose a more suitable timeline for addressing the request. This demonstrates your commitment to finding solutions despite current constraints.
  • Prioritize and Delegate: Assess your priorities and, if applicable, delegate tasks to team members who may be better equipped to handle them. Delegating responsibilities effectively is a key skill in leadership.
  • Set Clear Expectations: Clearly communicate the reasons behind your decision, helping the requester understand your perspective and fostering a culture of understanding within the team.

In the fast-paced world of laboratory management, the words we choose matter. By eliminating the ambiguous "I'll try" from our lexicon, we pave the way for more effective communication, increased trust, and better team dynamics. Embrace the power of direct and transparent communication, and watch as your leadership style transforms into one that inspires confidence, understanding, and collaboration. Remember, in leadership, there's no trying – only clear communication and decisive action.

Fostering Team Enthusiasm: The Art of Transformative Leadership Phrases

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Fostering Team Enthusiasm: The Art of Transformative Leadership Phrases

Silhouette of people with connected raised handsIn the realm of leadership, cultivating a fully engaged team is a universal goal for managers. Engaged employees bring an infectious blend of enthusiasm and dedication to their work, demonstrating a genuine care for their tasks and their impact on the broader organizational landscape. Contrary to popular belief, elevating team engagement doesn't have to be a daunting task. In fact, a set of simple, almost magical phrases can act as powerful catalysts, significantly enhancing employee engagement.

Key Phrases to Supercharge Employee Engagement:

I Need Your Help
Simple yet impactful, this phrase taps into the fundamental human desire to contribute meaningfully. By expressing the need for their assistance, you instill a sense of importance and value in each team member. This not only empowers individuals but also fosters a collaborative spirit, where everyone feels essential to the success of the collective effort.

Your Work Makes a Difference
Highlight the significance of each team member's contributions. Emphasize that their efforts are not in vain but actively contribute to the overarching goals of the organization. This acknowledgment creates a profound connection between their daily tasks and the larger purpose, fueling a sense of pride and motivation.

Thank You
A classic, yet timeless, expression of gratitude. Uttering a sincere "thank you" goes beyond mere politeness; it communicates genuine appreciation for the hard work and dedication your team puts into their responsibilities. This small act of acknowledgment can be a powerful motivator, creating a positive and supportive work environment.

Try these phrases in your encounters and see the difference.  We encourage you to incorporate these phrases into your daily interactions. The transformative effect of these simple expressions becomes apparent when consistently used. Our hope is that you witness the positive impact on team morale, motivation, and overall engagement. The proof is in the results, and the difference these phrases can make is truly remarkable.

In the quest for an engaged and motivated team, the language we use as leaders holds immense power. These simple yet almost magical phrases act as bridges, connecting leaders with their teams on a deeper level. As a lab manager, integrating these expressions into your communication arsenal can create a workplace culture where individuals not only perform their tasks but feel valued and inspired in their roles. Embrace the transformative potential of these phrases, and watch as your team's engagement soars to new heights.

Tips to Handle Layoffs & Terminations

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Tips to Handle Layoffs & Terminations

No manager looks forward to terminating employees.  However, a company's future success depends on properly handling employee dismissal regardless of the reasons. It's good practice to remember that the termination process affects departing employees differently. Maintaining the morale of the remaining employees is critical as departed employees share the details of their termination with peers and in the marketplace.

Here are some common tips summarized from various sources:

  • Preparation for the event is necessary. This includes documentation.
  • Open and transparent communication is key. The employee in question should have received warnings and should not be surprised. Be clear about the reasons for the termination.
  • The termination message should be brief and to the point and should be delivered by the manager of the departing employee, not by HR.
  • Consider having a witness from Legal or HR if the situation requires.
  • Be respectful, show empathy, and listen to the concerns of departing employees.
  • Inform their colleagues of the termination, but keep details confidential.
  • As a manager, this is your responsibility. Don't assign blame or hide behind directives from above.
  • Transitional support should be provided, if appropriate, including outplacement assistance for the departing employee and possibly a letter of recommendation.

For company-wide layoffs, here are some additional tips:

  • Plan carefully for the time after the layoffs. Your remaining staff will need support in the changed work environment.
  • Early, candid and frequent communication is critical. Employees should be clear about the background and reasons for the cutbacks. Future promises should be realistic.
  • Upper management should be available to managers and provide guidance on delivering the bad news. Ideally, upper management should be available to employees in this situation, too.
  • Managers represent the company. Any company-wide layoffs should be considered a "we" decision and not a "they" decision.
  • Show empathy and listen to the concerns of the remaining employees to build loyalty and trust.
  • Eric McNulty, a Harvard professor who teaches crisis leadership, says managers should never say, “we can do more with less.” If that is true you should have been doing it before.

Sources for this post include The Harvard Business Review (Susan Peppercorn); CNBC (Eric McNulty, Paul Wolfe, Jennifer Benz); Insperity; Blog Namely Rachel Bolsu); Reliable Plant (Debbie Zmorenski); Indeed; Keap (Business Management, Friedman, Rampton; Stewart); Business News Daily (Sean Peek); Academy to Innovate HR; Recruitee (Thomas Glare); Nationwide; Forbes (Mike Kappel).

Post submitted by Dennis Swijter, Research Manager International Flavors and Fragrances R&D (retired) and ALMA Board Member

Here's a link to an Opinion Essay, Layoffs By Email Show What Employers Really Think of Their Workers, published in The New York Times on January 31, 2023.  It's a good companion article to the above management tip.

And Then Some

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. . .And Then Some

“The secret of my success was to work really hard and then some.”
George Toma (aka "Sod God")- World Famous Groundskeeper (KC Royals, Super Bowls, World Cup)

I always liked this quote which I heard during an interview with George Toma on the radio one morning.  You hear people touting that working hard is good but we must work smart. To me, the “and then some” suggests that we want to work smart but it is critical to developing “wisdom” which will carry us through all the tests of leadership over time. Several years ago, I gave a talk in which I cited an article in American Laboratory by Daniel Schneck that was entitled, Simple Wisdom: Seven Attributes of the “Wise” Person*.  Professor Schneck wrote an editorial column in American Laboratory for many years in which he always provided the big picture to various aspects of the human side of things which was applicable to lab leadership. He was very much a renaissance person with vast interests which drove him with passions related to engineering, music, and their combinations.

Here are my annotations/translations to keep in mind for lab situations:

Wise = Can manage life’s (lab’s) experiences both efficiently (getting things done right) and effectively (getting the right things done)

Attributes

1.  Patience and Restraint = Get the Facts before Acting
2. Socratic Disavowal of Knowledge = Always Stay Teachable
3. Multidimensional Perspective of Human Experience = Understand the Complexity of People
4. Ability to Distinguish Forest from the Trees = Look for the Win-Win Objectives
5. Judgment = Right Decision not Personal Decision
6. Attentive and Observant Enough to Ask the Right Questions = To Assure the Right Answers
7. Introspective = Part of Solution Not the Problem

It is always good to remind ourselves of these things whether an established manager or a new manager in transition to leading a lab. This has never been so true as it is in the dynamic situations that have presented themselves during the pandemic. At the end of the day, we need to provide ourselves and our staff the clarity that we are all in this together and we will engage in a mindful way “and then some”.

*Daniel Schneck, American Laboratory Magazine, April 2007, Editor’s Page “Simple Wisdom 6(A): Seven Attributes of the “Wise” Person”

Submitted by Richard Durand, ALMA Board Member and Director, Analytical and Material Science at Sun Chemical Corporation

Managing Your Lab in the VUCA World

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Managing Your Lab in the VUCA World

Over ten years ago, I stumbled onto the concept of VUCA which was a framework for how the military had to adapt to the rapidly changing world relating to military actions and strategies that would need to evolve in the modern world. Past military history can’t easily be used to suggest future practices in the nuclear world. This is crucial thinking to how to train future leaders on managing challenges that will come. The concept started to find its way into the business world later as a variety of new/disruptive technologies and thinking changed the effectiveness of past practices and directed us toward new strategies.

The VUCA principle suggests that the modern operating environment is characterized by:

Volatility -The nature, speed, volume, magnitude, and dynamics of change
Uncertainty-The lack of predictability of issues and events
Complexity-The confounding of issues and possible chaos
Ambiguity-The haziness of reality and mixed meaning of conditions

Whoa, doesn’t this sum up the last 2 1⁄2 years of managing your lab and life in the pandemic world? It was an amped up discontinuity for any lab even in well-organized and managed situations. It is also establishing the context for the future as we have had to change quickly due to circumstances that are out of our control.

Your VUCA going forward needs to reflect operational thinking that can cope with the dynamics:

Vision - Clear communication in leading your staff through change(s) that we can’t foresee
Understanding - Listening for details and engage all resources you need early and often
Confidence - That you and your team will rise to the challenge if we work together
Adaptability - Advance processes for the future which were not thought possible or suitable before

Take the time to reflect on how the turbulence of the last couple of years changed your paradigm related to lab management. There will be a need to continue to make changes in thoughts and approaches to lab management practices in relation to how the world around us and staff expectations evolve. There is no one prescription that would be right for all labs. We all need to be mindful that we are in a different place in which we need to comprehend adequately various stressors in play to manage the people and processes in the lab.

Submitted by Richard Durand, ALMA Board Member and Director, Analytical and Material Science at Sun Chemical Corporation