I wrote here several months ago that managers have the power to dramatically improve a lab’s bottom line by embracing new ways of doing things. I told the story of how one of the biggest game changers in the industry— the automation of manual processes— came about because suppliers chose to look at the customer/lab relationship in a new way.

It is ever more difficult to argue that motivating knowledge workers is not the Holy Grail for 21st century lab managers. “Leadership,” according to management consultants, “is the process of motivating people to work together to accomplish great things."

As scientists around the globe research cures and treatments for diseases, work to increase the data capacities of the information superhighway, and develop methods to clean the environment, they must also take time to contemplate the future of their industry, especially after the economic downturn of 2009.

In coming up with ways to motivate their staff, managers should take into account the different age cohorts that exist among employees. These groups all value different things and have various expectations when it comes to work. This article outlines ways of approaching each of these cohorts.

There is hardly a company in the world that hasn't been affected by the global economic downturn. In an economy such as ours, management should help alleviate the stress put on employees worrying about job security. Communication is key, and when staff members are aware of an organization's goals, productivity and motivation improve.

These are not rules to live by; they are rules to enjoy living by.