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40 CAREER ADVICE FOR LIFE SCIENTISTS

A Crash Course in Management

Elizabeth Marincola

The American Society

for Cell Biology

M

ost people who are managers — those who

are responsible for the supervision of people,

money and/or other resources — have not

been formally trained in management. Many untrained

managers rise to the challenge successfully. Harold

Varmus is a stunning example of an untrained manag-

er who served a spectacular tenure as Director of a $15

billion, 16,000-person federal agency, having never

managed anything more extensive than his own lab.

But every successful manager has learned lessons

along the way. Here are some to consider:

Don’t Act, Ask

The first thing a new manager should do, even

before the first day on the job, is to draw out those who

are already there. Ask the previous manager what his

greatest contribution and biggest mistake was; ask cur-

rent employees what they like and dislike about the

environment; ask the clerical staff how operations can

be improved; ask the supervisor for her expectations;

ask the grounds keepers for a good route for a walk

and about security concerns. Collecting this important

information has the added benefit of signaling that the

new manager values others’ opinions.

Don’t take immediate action. If it is clear that

changes should be made, for example in personnel, ask

several people in the organization for their advice

before doing anything. Even after building confidence

and experience, asking others for advice is rarely harm-

ful and always helpful, if it is considered seriously.

Sincerity and Equity Are More Effective

than Flattery and Favoritism

The most enduring working relationships are those

built on honesty and consistency. It is tempting to give

into insecurities by pandering to others, but the loyalty

it may engender is fickle. Be quick to note when others