At the 2025 Lab Manager Leadership Summit, Dwayne Henry, instructional lab manager of chemical and biological science at Montgomery College, moderated a roundtable focused on one of the biggest challenges facing academic labs today: doing more with less. From that candid discussion came this list of six actionable strategies to turn resource limitations into operational advantages.
1. Redefine what “resources” really mean
Resource limitations go far beyond budgets and instruments. As Henry noted, “Sometimes when we say ‘resource,’ we automatically just think equipment . . . there are so many other resources we need.” These include training, time, space, staff attention, and institutional support. A clear inventory of what’s truly limited allows for smarter prioritization and targeted interventions.
2. Plan early—or pay later
Involving lab managers early in planning can prevent major operational setbacks. At Montgomery College, Henry recounted how misaligned coordination during the construction of a new science building led to missing equipment, hindering operations and resulting in costly oversights.
The fix? Lab managers should insist on being at the table during facility planning and asset acquisition. A living asset management plan—one that includes preventive maintenance, future needs forecasting, and lifecycle tracking—can save labs from future crises.
3. Use downtime strategically
Slow seasons shouldn’t be wasted. Several summit attendees shared how they use quiet periods to strengthen the lab’s foundation. “What’s been successful for me is to focus on your infrastructure—so, like your procedures, your training materials—during those slower times,” one participant said. This reduces chaos when the pace picks back up.
Downtime also opens space for professional development. Henry encouraged managers to switch up normal routines to re-engage staff while adding value: “It gives some value in them, and hopefully can help them advance their careers so they’re not just thinking, ‘Okay, I’m stuck here,’ because that can lead to burnout as well.”
4. Protect your people
Staff burnout can creep in quickly, especially when labs are understaffed or overbooked. One manager said his priority was limiting overtime and protecting his team from unsustainable expectations.
A key strategy is leveraging slower times for cross-training, personal growth, and morale-boosting initiatives. It not only boosts resilience but also prepares your team to adapt more flexibly during high-demand periods.
5. Communicate honestly (and without inducing panic)
Transparent communication is critical, especially when resources are tight. “Communication is a very big piece of managing resource limitations,” said Henry. Keeping staff in the loop about funding cuts or institutional changes helps prevent misunderstandings—and wasted resources.
One attendee holds regular open lab meetings to share updates: “It’s important not to induce fear, but I also think it’s unrealistic to just pretend [funding cuts] aren’t there.” These honest conversations build psychological safety, which encourages team members to share creative solutions.
6. Make your case brief and tailored
When advocating for resources, keep proposals short, specific, and audience aware. “Be brief,” one attendee advised. “Short tables, bullet points, and no introductions.”
Henry added that lab managers should build relationships before they need funding: “Don’t wait until you need funding to start talking to the higher-ups.” Highlighting previous wins and aligning your ask with the priorities of financial officers, deans, or provosts makes a huge difference.
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Resource constraints are a fact of life in academic labs—but with proactive planning, clear communication, and a strategic approach to downtime, lab managers can turn limitations into long-term strengths.
-Note: This article was produced with the assistance of generative AI.
