make a presentation, serve on a committee or
author a memo when appropriate. One per-
son cannot pretend to be as knowledgeable
about each aspect of an operation as the sum
of all the others. This also satisfies the
employees’ natural need to be recognized for
their own work, contributing to the retention
of valuable people.
One caveat, though, is that the manager
will ultimately be held accountable for the
work of others. Allowing others to take the
credit they deserve does not extend to relin-
quishing involvement and control. In the
end, the manager is accountable for the
quality of work.It’s the Money, Stupid!
In almost any work environment,
whether or not the purpose of the organiza-
tion is to make money, the bottom line is...
the bottom line. Be certain that the financial
aspects of risky and/or creative projects are
fully analyzed in advance. Storms are
weathered much more successfully if detrac-
tors cannot say, “and besides, look at the
money she’s lost us!”Penny Wisdom is Pound
Foolishness
Pay people what they’re worth within the
constraints of the organization. In reviewing
salary, the guiding principle should be how
badly hurt the organization would be in the
long run if the person in question were to
leave. For service and knowledge industries,
employees are the most valuable assets of an
organization. Turnover is expensive in train-
ing, lost productivity, and the uncertainty of
being able to recruit a replacement effectively.Negotiate for the Long Term
In negotiations, leave something on the
table. The most successful negotiations leave
all parties feeling they have “won.” Decide
which variables are most important and con-
cede something of the others. For example,
an offer of a lower starting salary to a new
employee may be made more attractive by a
flexible start date or a travel allowance.
Always assume an ongoing business relation-
ship with negotiating partners.Set an Example
Acknowledge mistakes, and apologize for
them. Work hard. Perform beyond the level
expected of employees. Start meetings on
time to avoid a culture of tardiness and con-
sequent lost time. Follow through. Actively
defend subordinates when they have been
unfairly accused. Have a sense of humor,
especially about yourself. ■42 CAREER ADVICE FOR LIFE SCIENTISTS
Women in particular often have
a hard time asking people to do
something for them.