Operational excellence in laboratory environments depends on more than well-designed workflows—it requires leaders who can coordinate people, resources, and infrastructure while maintaining clarity and stability during periods of change. Lab managers play a central role in aligning procurement, space planning, safety, and daily operations so scientific teams can focus on their work without unnecessary friction. When these systems function effectively, they create both efficiency and a stronger foundation for collaboration.
The Lab Manager Leadership Excellence Awards, held annually, recognize professionals who demonstrate measurable impact through leadership, innovation, and operational improvement. The 2026 Excellence in Lab Management Award honors an individual whose work has strengthened laboratory processes, supported organizational transitions, and contributed to sustained operational performance.
Charlotte Dietzel, lab manager at Altos Labs, is this year’s recipient of the Excellence in Lab Management Award. Her leadership has included managing multiple laboratory spaces, guiding a major facility relocation, improving procurement and workflow systems, and fostering cross-functional coordination across departments, including EHS, facilities, and operations.
Michelle Gaulin, associate editor at Lab Manager, spoke with Dietzel about her leadership philosophy, managing complex operational changes, and the strategies she uses to support both efficiency and team success.
Q: What does receiving a 2026 Lab Manager Leadership Excellence Award mean to you at this point in your career?
A: Receiving this award at this point in my career means the world to me. It serves as both a milestone and a motivator, confirming that my investments in building systems focused on safety, quality, collaboration, and open communication were the right efforts. As a younger lab manager, it is also powerful validation that leadership isn't defined by tenure, but by the impact you have on your team and the efficiency of your operations. This is an honor not only for me, but also for my amazing team of colleagues at Altos Labs, who supported and believed in me every step of the way.
Q: Your nomination highlights your leadership during major operational transitions, including managing multiple labs and overseeing a site relocation. How do you approach large-scale change while maintaining continuity and trust?
A: While it can be intimidating, I really enjoyed the challenge of navigating and leading such major changes. I focused on open communication, proactivity, transparency, and teamwork to ensure operational continuity and maintain trust. I made sure every team involved received clear, timely updates and their voices were heard with active listening and win-win outcomes as the goal in our meetings. Nerves about change were calmed by honest conversations grounded in empathy and positivity. Physical planning required strong attention to detail, collaboration, and reliance on and trust in supporting teams to ensure minimal disruption to our work. Expecting the unexpected is key, and approaching issues calmly and with an open mind, ready to solve the problem together, is what made our transition a success. I want to emphasize that I could not have done this without the support of the incredible teams at Altos Labs.
Lab Quality Management Certificate
The Lab Quality Management certificate is more than training—it’s a professional advantage.
Gain critical skills and IACET-approved CEUs that make a measurable difference.
Q: You are known for driving operational efficiency across workflows, procurement, and space planning. How do you balance efficiency goals with the human side of lab management?
A: I have learned that people perform their best with the right support, engagement, and trust. Connecting with your team, professionally and personally, and making their voices heard are top priorities for high performance and efficiency. When decisions are required, I gather input, weigh strategic implications, and choose the path that best supports our long-term progress and aligns with our goals. I also make it a priority to clearly communicate directives from upper management so that the team understands the “why” in the broader organizational context of our company’s objectives.
On a human level, knowing how each of my colleagues operates helps me understand how best to support them in achieving success. I am very grateful to work with such an amazing team, and we have cultivated an inclusive environment where caring and kindness for others go above all else. They trust I have all operations handled to ensure the continuity of their work, and I trust their needs are communicated to me so I can support them in every way I can. They can trust every action I do, such as restructuring workflows and enforcing a strong safety culture, comes from a place of caring and with our collective goals in mind.
Interested in lab leadership?
Q: How do you define effective leadership in a laboratory environment, and how has that definition evolved over time?
A: Initially, I thought effective leadership was synonymous with having all of the answers and leading with strict direction. However, as I have grown into my role, I now view leadership as a balance between logic and empathy, with adaptive resilience and a commitment to serving your team at every turn. Effective leadership in a lab is about standing behind your scientists and clearing the operational hurdles—procurement delays, space constraints, or administrative friction—before they even feel them. Success is no longer measured by my own work results, but by how seamlessly my team can perform theirs. Hurdles will inevitably arise, and empowering your team to embrace change while maintaining composure and direction is important for effectively leading your team.
Q: What leadership habit or practice has had the greatest impact on your team’s success?
A: The leadership practice that has had the greatest impact on my team’s success is leading with intentional communication and empathy. Lab environments can be high-pressure, detail-driven, and fast-moving. I make it a priority to create space for open dialogue, active listening, and the communication of expectations in a kind and receptive way, even when the subject matter is complex and high-impact. When people feel heard, supported, and valued as individuals, trust grows, and with this comes stronger collaboration, clearer problem-solving, and a greater willingness to step up for one another. That culture of care has translated directly into better performance, resilience during challenges, and a team that is truly invested in our shared success.
Q: What advice would you offer to lab managers who want to improve operational efficiency while still supporting morale and collaboration?
A: When approaching this, it is important to set a goal of improving operational efficiency to support morale and collaboration as one of the outcomes. They often go hand-in-hand. While changing certain processes can be tricky, it can be viewed not solely as increasing your team's speed, but as reducing the inherent friction and burdens that cause slowdowns. I also found that these can be easier to fix and pinpoint from team input. To induce collaboration, explain the “why” behind the need, get actionable feedback from your team, and run solutions by them before implementing changes. Remaining flexible and open to suggestions, such as a trial of a workflow setup, can turn an idea into a great one that saves time and mental energy. When including your team in the communication and decision-making, trust is built, and changes are often met with a positive outcome on morale.
