untitled

CHAPTER 4 • MANAGEMENT 41

have done good work, but don’t feel that

each day must be started by making the

rounds telling people how nice they look or

inquiring about their children or pets. People

can smell insincerity quickly. They respect

those who respect their own time. In a pro-

fessional setting it is better to be respected

than adored; to be trusted than everyone’s

best friend.

Be Specific in Your Criticism

If someone makes a mistake or produces

poor work, it is the manager’s responsibility to

let him know it and why. First, look for aspects

of the work that can be praised. Compare the

work to assignments produced by the same

person that were done better. Praise publicly,

but criticize privately. Criticism should be

clear and helpful, not punitive. Do not gener-

alize criticism: stick to the actual mistakes

made in the case at hand. Do not apologize for

having to confront someone with their weak-

nesses: it is not only the manager’s job, but she

is also helping colleagues improve, which is to

everyone’s benefit.

Don’t Apologize

Perhaps having internalized the tradition-

al subordinate mother’s role of an earlier gen-

eration, women in particular often have a

hard time asking people to do something for

them, even if it is the person’s job, such as

with a secretary or assistant. “Please” should

be used abundantly, but “sorry” should be

used sparingly. For example, “would you

please copy this paper for me?” is more

appropriate than, “I’m sorry, would you

mind copying this paper for me?” if it is

indeed the person’s job to perform such

tasks. “Can you do me a favor and...?” is

another form that should be avoided (unless

it is a favor, e.g. something personal). Many

women are so used to being apologetic about

managing other people that they are not even

conscious of this terminology, which weak-

ens them.

Drive Your Own Priorities

There is not necessarily a correlation

between how insistent or anxious people

are for the manager’s attention and the

importance of their projects. Give your

attention to what is most important, not

what (who) is loudest in demanding your

attention. An exception to this rule is if a

quick review by the manager will allow an

entire production process to move forward.

Managers who are over-responsive to the

most insistent demands will not be able to

effectively achieve their most important

objectives.

Let Others Look Good

Resist the instinct to be jealous of col-

leagues. If the organization (lab, department,

company) looks good, everyone looks good.

Encourage junior colleagues to give a paper,

It is tempting to give into

insecurities by pandering to

others, but the loyalty it may

engender is fickle.

THE AMERICAN SOCIETY FOR CELL BIOLOGY

Praise publicly, but criticize

privately. Criticism should be

clear and helpful, not punitive.

Do not generalize criticism:

stick to the actual mistakes

made in the case at hand.