Managing a laboratory team requires more than procedural oversight or scientific expertise. True lab team leadership demands connecting with individuals, understanding their strengths, and adapting support strategies accordingly. At the 2025 Lab Manager Leadership Summit, Kiley Mulholland, senior laboratory manager of microbiology and chemistry at JR Simplot, made the case for structured, personalized leadership.
Mulholland outlined practical strategies to build stronger, more resilient lab teams. From rethinking how one-on-ones are structured to using strength-based tools for team development, her insights offer a roadmap for managers who want to build more connected, resilient teams.
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Make one-on-ones count
Rather than treating check-ins as top-down updates, Mulholland expects her team members set the agenda. "I have them bring the agenda, and what that does is it gives me a window into what's important to them, what they value, and what is heavy on their heart."
These sessions create a safe space for surfacing challenges and building trust. By letting team members lead the conversation, Mulholland gains insight into what truly matters to them in the moment—whether it's a priority shift, a distraction, or something weighing on their mind. "It may be different than what I think they should be focused on," she added. "But I love this window, because people don't talk about that as often as they should."
"How you respond to feedback distinguishes true leadership from mere management."
Mulholland ends every one-on-one with a consistent question: "How can I better support you?" While she admits that early responses were often met with silence, persistence paid off. "One day, [a team member] finally gave me feedback. And it was tough to hear, but it was valuable." Mulholland stressed the importance of emotional control in these moments: thank employees for their honesty, reflect seriously on their feedback, and act when possible. "How you respond to feedback distinguishes true leadership from mere management," she said.
Use DiSC® and CliftonStrengths as ongoing tools
Mulholland highlighted two tools that have helped her navigate personality dynamics and boost collaboration: the DiSC® personality assessment and the CliftonStrengths survey.
The DiSC® model classifies team members into four primary personality types—dominance, influence, conscientiousness, and steadiness—each with its own communication and work style. Understanding these differences allowed Mulholland to adapt her leadership approach, particularly when bridging gaps between more assertive and more reserved personalities.
"This sounds like a leadership tool, but it is also a team building tool. It gives your employees insights on their colleagues," she noted. "Maybe you have colleagues that don't get along; the report will give them information on how to navigate."
CliftonStrengths, which identifies an individual's top strengths, offered a broader view of team dynamics. It helped Mulholland pinpoint skill gaps, such as a need for stronger strategic thinking, and realign team roles to drive performance. "Our team lacked in strategic thinking a little bit," said Mulholland. "So me, as the leader, I told myself, I need to grow in that. Since we don't have that on our team, I will lead them to the future, and I will grow in strategic thinking."
Flex your lab team leadership style
"Be the leader your team needs—not just the leader you want to be."
At a recent conference, Mulholland shared a conversation that reshaped her leadership philosophy. "I was speaking with one of the presenters, and I mentioned that I always want to remind myself that I should be the leader that I want. And he turned to me and said, 'What if that's not the leader your team needs?'" she recalled.
"That moment shifted my perspective, and it reinforced the true value of flexible leadership—that I needed to adapt to meet the needs of my team, not just meet my own expectations. To be a flexible leader, you need to identify your team's motivations, stressors, strengths, weaknesses, and communication styles and then customize based on their needs."
Mulholland emphasized that leadership is not one-size-fits-all. "Be the leader your team needs—not just the leader you want to be," she said.
She shared an example from her own experience: "I'm a naturally direct individual, and I have an employee who isn't. They take directness really harshly. Recognizing this, I became more intentional with my communications. I reviewed their DiSC report to better understand how to engage them more effectively. I assumed my approach would drive results. It always has. I'm a D personality—that stands for usually driving results, getting stuff done. It's worked well for me through my whole career, but instead I stalled that employee's performance. I demotivated them, which killed me inside. I went against everything I was trying as a leader."
That realization pushed her to rethink her approach. "That realization pushed me to adjust my interactions, ensuring that I communicate in a way that truly motivates them and empowers them," said Mulholland.
Why lab team leadership matters
In science-driven environments where technical skills often take center stage, personalized support is easy to overlook. Yet Mulholland's approach shows how tailoring leadership to the individual can unlock lasting results.
"Focus on their growth and achievements, and your leadership will naturally thrive," she concluded. “Celebrate hard work as a team!”
For lab managers seeking to level up their leadership, the message is clear: Personalize. Listen. Adapt. And never stop asking, "How can I better support you?"
