From April 7-9, 2025, lab professionals from across North America and Europe gathered in Pittsburgh for Lab Manager’s fifth annual Leadership Summit—an immersive event that explored what it truly means to lead in modern scientific environments. Across keynotes, breakout sessions, and vendor exhibits, one message was clear: effective lab leadership is no longer just about technical know-how or operational efficiency—it’s about cultivating purpose, energizing others, and building cultures that thrive.
With more than 30 presentations, panel discussions, roundtables, and workshops across several tracks, it was impossible to experience everything. The following are my insights from the sessions I had the opportunity to attend.
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Leading with purpose and positivity
The Summit opened with a keynote by Dr. Kim Cameron, professor at the University of Michigan and author of Positively Energizing Leadership. Cameron introduced attendees to the “heliotropic effect”—the tendency of living organisms to naturally turn toward life-giving energy sources, like the sun. People, too, are drawn to sources of positive energy. Leaders who project authenticity, compassion, gratitude, and integrity not only inspire their teams but also improve outcomes across emotional, physiological, and organizational domains.
Cameron shared compelling research on vagal tone—the regulatory effect of the vagus nerve on heart rate, inflammation, and mood. Higher vagal tone is associated with greater resilience, better emotional regulation, and lower stress—traits strongly correlated with effective leadership. Encouragingly, vagal tone can be improved through simple practices: deep breathing, mindfulness, laughter, social connection, gratitude, and even singing.
In essence, leadership begins not just with vision, but with personal coherence and emotional presence. Positive energizers—people who uplift those around them—have been shown to exert a greater influence on team performance than high individual performers. “The choice exists in each moment for us to be uplifting or depleting,” Cameron said, urging leaders to reflect on the energy they bring into the lab.
Empowerment through delegation
Lawrence Sullivan, director of forensic science at the Georgia Bureau of Investigation, led a practical session on delegation. His message: When done right, delegation is not about dumping tasks—it’s about growth, trust, and team capacity.
Sullivan emphasized the need to align authority, responsibility, and accountability, and to clearly define who can take ownership of what. Successful delegation requires frequent communication, clear expectations, and regular feedback loops. When team members are trusted with meaningful responsibilities, they not only perform better—they develop new skills, expand their understanding of lab operations, and become more engaged.
Sustainability starts with leadership
Scott Grant from My Green Lab delivered one of the more eye-opening sessions of the Lab Manager Leadership Summit. Labs, he noted, are among the most resource-intensive environments in any industry—producing an estimated 12 billion pounds of plastic waste each year. From energy-hungry equipment to disposable supplies, the environmental footprint is enormous.
But Grant didn’t just present a problem—he offered a roadmap. Nudges like “Shut the Sash” stickers, timers on autoclaves, and reminders to share equipment can result in significant cost and energy savings. Harvard University saved $240,000 annually through basic behavior changes. The University of Berlin reduced water use by installing low-flow aerators.
The key takeaway: sustainability isn’t just a facilities issue—it’s a leadership issue. Leaders set the tone for culture. By making environmental responsibility a visible and shared value, labs can contribute meaningfully to global climate goals and local cost savings.
Expectations, assessments, and psychological safety
In a session on employee engagement, Kiley Mulholland, senior laboratory manager at J.R. Simplot, discussed the role of expectations in driving team performance. She discussed the differences between leading and managing as well as the value of establishing psychological safety within teams. Mulholland also emphasized the use of personality assessment instruments such as DiSC and CliftonStrengths, which can offer insight into individual communication styles.
During the Q&A, Google’s “Project Aristotle” was referenced—a study which identified five key factors for high-performing teams: psychological safety, dependability, structure and clarity, meaning, and impact. Leaders who foster these elements—not just personality “fit”—create the best conditions for trust, innovation, and engagement.
Thinking strategically
Christie Bowden, senior R&D manager at Arkema Inc., offered a powerful session on strategic thinking—an area where many scientists-turned-managers struggle. Tactical thinking focuses on execution and problem-solving; strategic thinking requires zooming out, aligning with organizational goals, and making intentional decisions about where to invest time and energy.
Bowden emphasized that lab leaders must not only solve problems but also shape direction. Strategic thinking involves systems awareness, foresight, and the courage to say no to the urgent in favor of the important.
Branding isn’t just for marketing
On the final day, Jonathan Chun, founder and CEO of Alliance Technologies, facilitated a session on lab branding. “Branding,” he said, “is how people feel about your organization.” It’s shaped by how staff behave, how phone calls are answered, and how consistently a lab’s values are communicated and embodied.
Chun outlined three key components: Identity, coherence, and communication. A strong lab brand attracts collaborators, funding, and talent—and helps labs stand out in an increasingly competitive research landscape.
Innovation in the exhibit hall
Beyond the formal sessions, I spent time speaking with a dozen of the Summit’s 25+ exhibitors, including Agilent, Swift Sensors, Yahara Software, GFS Chemicals, and Tobin Scientific. Vendors showcased everything from cold storage solutions to inventory tracking, lab management software, and specialty transportation services. One common thread: labs are hungry for tools that improve operational efficiency, data integrity, and sustainability.
Closing thoughts
If there was a unifying theme to the 2025 Lab Manager Leadership Summit, it was this: the future of lab leadership is holistic. Today’s leaders must be emotionally intelligent, strategically minded, environmentally aware, and deeply human. Culture, purpose, and energy matter as much as protocols and outputs.
Whether it's writing gratitude notes, turning off the lights, mentoring a junior scientist, or rethinking your lab’s mission, every action is a chance to lead—and to lead well.
To learn more about the annual Lab Manager Leadership Summit, visit: summit.labmanager.com/leadership
