In a typical lab, managers often find themselves in a challenging position: you carry the weight of responsibility for everything from safety protocols to the final data, but you rarely have the absolute power to simply order changes to happen. As Scott Hanton, PhD, editorial director for Lab Manager, points out, persuasion is a tool many of us must master because "we don't have the authority to order everything done." Whether you are trying to acquire a new piece of technology or overhaul a clunky workflow, your title alone only carries you so far. Success usually depends on your ability to effectively convince your team, peers, and stakeholders to join the cause.
Hanton explains in his recent Management Matters webinar that persuasion is the real engine behind effective lab leadership. While authority might force people to comply out of obligation, Hanton notes that persuasion is about bringing "facts and the data to bear" so that you can influence others rather than having to "rest on your title."
Understanding the pillars of persuasion
To improve this skill, Hanton suggests looking at the six principles of influence popularized by psychologist Robert Cialdini:
- Reciprocity: Hanton claims that "most people are reciprocal," meaning if you smile at them, help them, or share with them, they will likely do the same in return. In a lab setting, this builds the trust necessary to call in support for a new proposal.
- Commitment and consistency: People prefer to stay true to their public word and past actions. Hanton emphasizes that if you behave with "integrity, reliability, and sincerity," people are more likely to listen when you want to persuade them.
- Social proof: Hanton describes this as "finding a community consensus.” Drawing from his own mistakes as a young researcher, he warns that being technically right isn't enough; you must build allies and understand "who the influencers are" to help make your argument.
- Liking: "People are much more persuaded by people that they know and like," says Hanton. He advocates for building "shared goals" and "shared problems" so that the lab functions as a "we" instead of just a group of individuals.
- Authority: This isn't about the authority on a business card. Hanton refers to the "intellectual or moral authority" that comes from true expertise and the ability to communicate that understanding constructively.
- Scarcity: Hanton identifies this as being driven by "FOMO" (fear of missing out). For lab managers, he notes that the most scarce resources are often capital budgets and staff time.
Strategic persuasion across the organization
Hanton notes that different communication strategies are required when persuading different roles and levels of authority in an organization. You cannot speak to a C-suite executive the same way you speak to a bench scientist. You must translate your request into the specific language your listener understands.
Persuading staff: motivation and engagement
Hanton warns that if you try to mandate a new system—such as an electronic lab notebook (ELN)—solely because "my boss told me we're going to do it," it will be a disaster. Instead, he recommends focusing on intrinsic motivation: autonomy, mastery, and purpose. Show the team the personal benefits, such as reduced error or improved workflows, and invite them to help design the templates they will actually use. Help them see the benefits of the change to them.
Persuading peers: the win-win
Peers in other departments have their own priorities, so you must find win-win solutions. Hanton suggests framing your proposal as a shared problem. By demonstrating how your proposal helps them be successful, you offer something in return for their support.
Persuading up: the business case
When communicating with upper management, Hanton advises that technical specifications should take a backseat to the big picture: risk, cost, value, and strategic goals. "If we're not solving problems, we're wasting their time," Hanton remarks.
As an example, if you need a new mass spectrometer, Hanton suggests you avoid leading with scientific specifications like resolution. Instead, translate those into monetary benefits—explain how it reduces impurities to save time or how it increases throughput to generate more revenue. You must demonstrate that the request is an investment with a sensible return on investment.
The ethics of influence
Hanton makes a firm distinction between persuasion and manipulation. He defines persuasion as a "good faith" effort using honest data to find a genuine and mutually beneficial solution. Manipulation, conversely, is the "dark side" characterized by cherry-picking data or "toxic, deceitful" bullying that only benefits you. While Hanton admits you might win a few times through manipulation, he warns that "you're not going to be a long-term winner" because trust and cooperation will vanish.
The lab manager’s persuasion checklist
Based on Hanton's practical persuasion checklist, evaluate your argument against these six points:
- Who is my audience? Tailor the argument based on whether you are looking at staff, peers, or the chain of command.
- What do they care about? Is it workload and fairness, shared goals, or the business aspects of cost and strategy?
- What evidence supports this? Use data, metrics, and financial projections.
- What are the potential objections? Prepare for common pushback like "it costs too much" or "we just don't have time.”
- So what? Hanton identifies this as the biggest question to answer: "Why should they care?
- What is the specific request? Ensure the request is concrete, concise, specific, and actionable.
Mastering the art of the ask
Ultimately, scientists are well-positioned to be persuasive because "we are data-driven", as Hanton explains. However, technical skill alone is rarely enough; lab leadership requires building commitment rather than just giving orders. By focusing on clear communication, empathy, and a solid business case, you can drive significant change.
