What does it mean to prioritize quality in laboratory operations—not as a checkbox but as a cultural foundation? For Carlee McClintock, PhD, NRCC-TC, lab director and toxicology technical lead at Lighthouse Lab Services, it starts with leadership. In her presentation at the 2025 Lab Manager Leadership Summit, McClintock challenged attendees to embrace a “quality-first mindset” as both a management strategy and a moral imperative.
“Quality is the result of a carefully constructed cultural environment,” she said, referencing a quote by Phil Crosby. “It has to be the fabric of the organization—not part of the fabric.”
Why a quality-first mindset matters
At its core, a quality-first mindset is about ensuring reliable, accurate results—every time. This is especially true in toxicology, where McClintock’s teams often support pain management clinics, recovery programs, and forensic cases. A single mistake can derail treatment, affect custody decisions, or jeopardize a person’s freedom.
McClintock emphasized that the stakes go far beyond metrics. “Any positives for drugs or alcohol could result in a loss of a job offer or the job itself,” she said. She also described a case where a math error led to unnecessary surgery, and another where an inaccurate test result contributed to someone being sent to jail. “Check your math,” she advised. “Have someone else—get a team, get another pair of fresh eyes on things.”
Leadership pillars for lab quality
To build a culture of excellence, McClintock offered five pillars for quality-focused lab leadership:
- Lead by example: “Henry Ford said, ‘Quality means doing it right when no one is looking,’” McClintock reminded attendees. Showing up with optimism, demonstrating attention to detail, and holding yourself accountable creates a ripple effect.
- Communicate the mission: Crafting and reinforcing a shared mission helps staff connect their individual tasks to the bigger picture. McClintock recommended regular team meetings, visible signage, and storytelling to make quality feel real and relevant.
- Empower and train your team: “A leader must have knowledge; a leader must be able to teach,” she said, quoting W. Edwards Deming. This includes scientific coaching, hands-on mentorship, and encouragement to take ownership of processes.
- Commit to continuous improvement: From Kaizen principles to Six Sigma tools, McClintock urged lab leaders to track trends, assess competency, and use mistakes as learning opportunities. “Do the best you can until you know better,” she said, quoting Maya Angelou, “then when you know better, do better.”
- Recognize and reward excellence: Public praise, shout-outs, and small gestures like gift cards or thank-you notes can boost morale and reinforce expectations. McClintock emphasized the value of recognition, noting that people want to feel seen and appreciated. Even a small word of encouragement, she said, can go a long way in building trust and motivation.
From compliance to cohesion
In large or multisite labs, a common challenge is bridging the divide between quality personnel and bench staff. McClintock recommended addressing this gap through empathy, accessibility, and a strong sense of relevance.
She emphasized the importance of helping staff understand not just what tasks are required, but why they matter. “Is it affecting the lab results? Is it affecting the review agents?” she asked, underscoring the real-world consequences of overlooked documentation or incomplete logs. When quality tasks feel like burdensome checkboxes, leaders should refocus the conversation on purpose.
Trust is essential, McClintock noted—but so is verification. “Don’t just assume things are getting done the way you wanted them to,” she said. Setting clear expectations, following up, and remaining accessible are key to maintaining high standards without resorting to micromanagement.
To foster cohesion, she suggested approachable strategies such as team-building events, suggestion boxes for introverted staff, and even posting inspirational quotes around the lab. “We spend more time with our lab team than with our families,” she said. “Help them feel connected, seen, and supported.”
Prioritizing quality under pressure
In times of short staffing, equipment delays, or inspection crunches, it’s easy for quality systems to slip. But McClintock warned that falling behind can create serious consequences—including citations, mistrust, or shutdowns.
Instead, she recommends building inspection readiness into daily routines. “Don’t put things on the back burner. Stay current. That’s what high-quality labs do,” she said. This includes tracking lot numbers, verifying calibrators, and keeping SOPs up to date.
Final takeaway: empower your people
Ultimately, McClintock views a quality-first mindset not as a destination, but as a daily practice—one that begins with emotional intelligence and is led by empathy.
“An empowered team fosters accountability,” she said. When your lab staff know they matter and you’re invested in them, they’ll go the extra mile. And that’s how you build a lab that people can trust.
