Laboratory managers often rise through the ranks based on technical expertise, but sustaining high-performing teams requires more than scientific knowledge. It demands leadership. In her session at the Lab Manager Leadership Summit, Kiley Mulholland, senior laboratory manager of microbiology and chemistry at JR Simplot, challenged her peers to move beyond task-oriented management and embrace a flexible, people-centered lab leadership model.
"The difference between a manager and a leader lies in your approach, your mindset, and the impact on your team," said Mulholland.
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Lead, don’t just manage
Mulholland stressed that modern lab leaders must do more than oversee workflows. They must serve as motivators, mentors, and advocates for their teams. "Empathy is essential for a leader. It builds trust, it strengthens relationships, and it creates a supportive environment where employees feel valued," she said.
Confidence, she added, must be paired with humility: "I encourage each and every one of you to be a pillar of confidence for your team in those challenging moments. Your team is going to look to you for that confidence; they may not have that skill set to get them through that challenging moment, and they're going to look for you to help them guide them through that moment."
Active listening, too, plays a central role: "Take a step away from your keyboard, put your phone down, and really engage in that conversation with your employee. Make them feel valued and that you have the time to sit and listen to what they have to say."
Create psychological safety
Without psychological safety, employees are less likely to raise concerns or share new ideas. Mulholland emphasized the importance of cultivating a lab culture where all team members feel safe to speak up. "If they don't feel safe, you won't be receiving feedback, and you won't be continuously growing."
She pointed to trust as the foundation of successful teams. "If you create an environment where your team feels comfortable sharing ideas and concerns, then they feel comfortable providing feedback, and your whole team can grow together."
Define roles, set expectations
One of the more practical tools Mulholland shared involved clearly mapping team responsibilities and defining success for each role. When she joined JR Simplot, she found that team members with different titles were doing the same work but receiving different levels of compensation. Her solution? Clarity.
"You as the leader define your team's foundation,” said Mulholland. “Identify the areas of responsibilities that you need operationally, and then take those responsibilities and divide them appropriately as the leader," she said.
She also reminded that setting expectations is more than handing off a job description. Once roles and responsibilities are clearly defined, lab leaders must articulate what success looks like for each position. Without that clarity, it's difficult for employees to know how to meet expectations—let alone exceed them. By outlining specific success criteria, leaders enable team members to align their efforts and strive toward measurable performance goals.
Delegate to grow
Many managers hesitate to delegate, assuming it’s faster to do the work themselves. Mulholland pushed back on that mindset. " I had this mindset. I can just do it faster. I'll just do it myself. It seemed efficient, right? I can just get it done in a quick moment. I don't have time to sit down and teach you how to do that. But ultimately, I was holding my team back from growth. By teaching your team, you empower them, build their skills, and create a stronger, more capable group."
Delegation, she argued, should be intentional and developmental: "You're providing opportunities for your employees to grow—to maybe be your replacement one day. You're also freeing your time to do those higher-level tasks that you're actually getting paid to do."
Her father, a retired general, offered a piece of leadership advice that stuck with her: "Only do what you can do and delegate the rest."
Don’t just lead—reevaluate
To close the session, Mulholland left attendees with a challenge: "Even high-performing teams, they still need to know their value. Stay engaged. It is easy to check out when things are running smoothly, but your team is dynamic, and their needs will change over time. Be present."
True lab leadership, she argued, is not static. "Leadership is a journey. It's not a destination. It requires continuous learning, self-reflection, and a commitment to personal and professional growth. If you're not growing as a leader, you are not leading. You are simply managing."
Mulholland’s message to lab managers was clear: prepare, connect, flex, support, grow, and reevaluate. Do it not for yourself, but for your team. "Your success is directly tied to the success of your team. Focus on their growth and achievements, and your leadership will naturally thrive."
