Joanne Kamens, Addgene’s executive director, shares her top tips for effective scientific management

Good management can make an enormous difference in the success and productivity of any team. Unfortunately, new managers are rarely chosen because they have demonstrated skill at managing people. After 10-15 years of training, many scientists will be expected to run an academic lab or manage a team outside of academia with little experience and almost certainly no formal training. The kind of smarts and the types of skills that it takes to be a good scientist are not the same ones it takes to be a competent manager (much less a really good one). While getting your PhD or doing a postdoc, few science trainees have opportunities to work on their emotional intelligence or to hone their delegation skills.

So what makes a good manager? First, it takes an open mind willing to learn and develop skills. Managing a team is hard and scientists should reject the myth that “it comes naturally” to some.  Most good managers have worked hard to learn principles of good management and they continually build their skill set with experience and trying new tactics. Second, being a good manager requires a focus on the goals.  I believe the most important goals are to get a lot of stuff done, to produce excellent quality work and to create a team culture that provides a happy work environment. The first two goals may be obvious, but why the third?  Happy people get more done and do better work and a positive culture attracts good people.

Here are three areas to work on.

{credit}Wu Li; addgene{/credit}

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