The hardest part of being a research academic is not the lab work. By far the most challenging part of this job is maintaining effective interpersonal relationships. This holds true whether we are talking about relationships with colleagues or with trainees. When I started my own lab I realized that I hadn’t had any formal training on how to manage scientists and that I’d better get up to speed as quickly as possible if I wanted my research group to be successful and thrive. One book that I found incredibly helpful was Lab Dynamics: Management Skills for Scientists by Carl M. Cohen and Suzanne L. Cohen published by Cold Spring Harbour Laboratory Press. I have the first edition of this book as a paper copy and the second edition of this book in electronic format.
The book starts by asking readers to do some self-assessment in order to identify their own personality type and to identify personal blind spots that you might therefore have in your interactions with other personalities. This is accomplished through several exercises and requires taking some time for personal reflection. They make a strong argument for why you need to manage yourself first before you attempt to start managing others. There is an excellent chapter on negotiation with great “real-world” examples that serve to effectively illustrate the main points.
I’ve often heard it said that managing scientists is like trying to herd cats. Most laboratory research these days is done in teams; gone are the days of the lone wolf scientist. As such, it’s important to master the skills involved in effectively running a lab group composed of scientists with different personalities and motivations. The problems that I experienced or saw while a graduate student and post-doc were almost always due to interpersonal conflicts. Often the strategy of many scientists is to ignore the problem and hope that it goes away. This book contains an excellent chapter on addressing these issues head on in order to avoid escalations and lost time and effort on projects. The book also contains great chapters on managing up (i.e. how to manage your boss) and managing sideways (i.e. interacting with peers). There is a very eye-opening chapter on the various types of dysfunction that can be found in academia based on how the reward system is set up and how to become a better mentor and how to survive as a trainee under these conditions. A great chapter is present in the book that describes the transition to industry for those looking to leave the ivory tower. The final chapter encourages readers to shape their workplaces for the better using the techniques learned in the book in order to improve the culture of academia for everyone. The second edition contains an additional chapter on leading team meetings and a new section on how to deal with difficult people.
I think that any scientist could learn a great deal from reading this book. I have referenced it several times since starting on the tenure-track when I’ve run into a sticky interpersonal situation or when I need a refresher on a particular aspect of mentoring. I believe that it would also be incredibly useful for graduate students and post-docs who are navigating academia.