Every manager should aim to build and lead a successful laboratory. Success can be defined by many different factors, such as productivity, timeliness, lack of safety violations, or meeting goals and objectives. 

No matter which factors you prioritize, the core to your lab’s success is the people. When employees thrive, the laboratory functions more effectively. That’s why prioritizing employee well-being should be a key focus for every lab manager. 

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A laboratory where employees feel welcome, secure, valued, and supported fosters a healthy, positive work environment—one that directly contributes to achieving the lab’s goals and objectives. Managers and others in decision-making roles have a significant influence on the laboratory’s overall environment and culture. Managers need to invest their time and effort into creating a work environment where employees can excel. As a bench chemist, I found that I was most productive when I felt management had my back. Now, as a laboratory manager, I aim to create that same feeling of support for my team. 

Three keys to ensure laboratory success

There are three areas that managers can focus on to build a successful laboratory environment. The first two—leadership and culture—are closely connected. They are also difficult to master as they require patience and diligence. 

A leadership approach that prioritizes connection and understanding enables managers to address issues more effectively. Creating a culture in the laboratory where employees are secure and supported will assist in success. The third area is laboratory policies and procedures. A good laboratory has clear, written policies and procedures that outline expectations for its scientists. A great laboratory goes further—empowering scientists to exceed those expectations.

Finding your leadership style

In broad terms, a manager typically deals with day-to-day operations, budgets, and laboratory facilities. A leader, on the other hand, tends to focus on motivating, creating change, and having a vision for the organization. Leaders strive to assist and support their staff so they can achieve excellence. While distinct in focus, both management and leadership are essential to a successful laboratory.

There are many styles of leadership, and each laboratory manager will need to find one that suits them and their situation. I tend to focus on servant leadership, where I prioritize the needs of my staff. Since they are the ones doing the work, I want to help them in any way I can. 

No matter which leadership style you choose, the goal is to build strong connections with your staff. Effective leadership will use “soft”, or human, skills such as communication, active listening, emotional intelligence, coaching, and mentoring. Using these skills should help the leader get to know and understand the staff on a more personal level. The better the leader knows their staff, the better they can assist them when issues arise. The leader will also need to show consistency, fairness, flexibility, and a proactive attitude when working with staff. As a lab leader, you also need to be genuine in your actions. 

The impact of leadership on staff can only be measured over time. Employees will need to see consistency and follow through from their lab manager before they develop trust. Once this trust is established, managers will notice improved communications that are honest, insightful, and more frequent.

The impact of lab culture

As the leader works to build a strong, genuine connection with the staff, they are also making a positive impact on the overall work environment, or culture, of the laboratory. Most people want to work in an organization where they feel needed but also feel safe and supported. Through the skills and traits mentioned above, leaders can create an employee-centric work environment where staff are allowed to excel and achieve both personal and professional success. 

Additional strategies leaders can employ to strengthen the work culture are: 

• Frequent communication
• Recognition of achievements, and
• Empowerment of employees. 

An important aspect of the work environment is making sure it is a psychologically safe space. This means that the laboratory staff feel comfortable expressing themselves and are open to new ways of working or taking on challenges without being reprimanded or penalized for mistakes. Managers can achieve this through emphasizing inclusion, empathy, and focusing on learning and growth. How managers accomplish this will vary depending on the laboratory and circumstances, but some examples might include:

• Seeking the scientist's input or ideas on laboratory procedures
• Periodically rotating responsibilities among the scientists
• Having monthly or quarterly one-on-one meetings with scientists
• Encouraging extra training opportunities
• Set up a mentoring program for new employees

Setting expectations and accountability

Employees want—and deserve—to know exactly what’s expected of them on the job. That’s why clear policies and procedures are the third key area of focus for building a successful lab environment. Laboratories should have published and easily accessible policies covering all aspects of laboratory operations. With this in place, managers should have individual performance reviews with the employees at least twice a year. During these meetings, managers can discuss how the employee is doing, provide guidance, and set goals for them. When employees don’t understand what’s expected of them, it creates stress and undermines a culture of trust. 

The laboratory should also provide training and improvement opportunities for employees. Investing in staff growth and learning will indicate to employees that management wants them to excel. 

Achieving “success” is an ongoing journey

Creating a positive work environment will require time and effort from the lab leader. Once it is established, you will need to work to maintain it. Frequent communication and requesting feedback will be the best tools to help you understand your staff’s level of trust in you and the overall lab culture. Don’t forget, the overall success of any lab is dependent on its staff.

The best indicator of progress will be the employees’ attitudes. When employees feel that management has a strong interest in them personally, they are going to be happier, more engaged, productive, and fulfilled. An engaged, productive staff will result in better outcomes and higher-quality work from the lab.