Rainmakers
Rainmakers
Dr. Clifford Ferguson
Ten Simple Rules For Good Leadership
Preamble
Over the years, I have had the opportunity to work directly with a number of leaders in science. I define these as people who lead their own laboratories, departments, and schools within universities, universities themselves, national laboratories, and funding agencies, like the National Institutes of Health( NIH), hereafter referred to as organizations. Some are distinguished scientists with Nobel Prizes, National Medals, and members of various academies.
What makes some of them good leaders? My answer is personal and subjective. Note the“ some of them” reference. Being a good scientist does not necessarily equate to good leadership, although there is some correlation, particularly in an era when science is a team sport requiring multiple types of expertise that needs to be led. Likewise, good leadership does not necessarily need to reflect good management skills. You can have thought leaders, but those leaders need to be able to delegate management tasks.
In broad terms, I would classify leaders of 2 types, enabling and autocratic. Surprisingly, both can be successful as regards the success of the organizations they lead, but autocrats make it a much less pleasant working environment for those who do the work of the organization, whether it be a lab or a larger organization.
What follows are the rules for being an enabling leader who believes what is best for the individual is best for the organization. For each rule, I have provided an example from my own observations that exemplifies that rule.
Rule 1: Lead by example
You cannot expect of others what you would not expect of yourself. If you expect others to work long hours, you need to work
108 MAL74 / 26 ISSUE longer. If you expect others to meet deadlines, you need to meet them yourself, and so on. Leading by example leads to being respected for what you do on behalf of the organization. Being respected is a must for good leadership and it is not given, but earned over time.
A leader I respected came to stay at our house having given a lecture the night before at my university to great acclaim. That day they were to have a fireside chat with me in front of a live audience. Were they sleeping in basking in the events of the night before? No, they were up before dawn doing their days work prior to this extra activity. Observing such dedication obviously sticks with one.
Rule 2: Be humble
A great organization is facilitated by a good leader, but not solely the result of one. Recognize that and be humble. If you are building a great organization, there needs to be people who are smarter than you and better at doing certain things than you are. You can’ t be the best at everything. Recognize this while rewarding and celebrating others for the skills they bring to the organization. Your team will respect you for it. Give credit whenever possible and take little for yourself. Say“ we” instead of“ I” as often as possible. Credit will come to you anyway if you are humble and leading an organization well.
A Nobel Laureate I know, even though they are supporting the science, will not put their name on the paper unless they feel they have made a significant hands-on scientific contribution to the work at hand, being both humble and showing integrity.
Rule 3: Be inclusive, equitable, and personal
We all like to be called out or otherwise recognized. You do, I do, so why wouldn’ t
others? When calling people out, it’ s important to accurately recognize their contributions and be sure to include all who contributed. However, don’ t be frivolous with such praise, which will dilute its value.
Inclusion starts with recognizing the individual and that begins with their name. I have seen great leaders be introduced to 20 people around the room and remember their names without writing them down. Some of us don’ t have that ability, but addressing them by their name, even if you need to write it down and then look it up, speaks to the value of an individual.
Beyond names, it’ s knowing people for who they are, not just for what they do for the organization. The human touch is very important. As far as possible, get to know all you lead as colleagues with personalities, families, and interesting backgrounds. Be unbiased. Treat all team members equally in all aspects of operating the organization.
Rule 4: Lead by consensus and shared governance
Autocrats tend to lead by fiat leaving others to feel worthless or, at best, not fully appreciated. Enabling leaders seek opinions from a broad swath of people within the organization and act by consensus, or at the very least, explain in an open and transparent way why they are making a decision that goes against the consensus. A renowned leader I know would be sure they had the views of all the interviewees when they met with the job candidate at the end of the day. That input would immediately figure into the calculation of whether to hire this person. I was one such person that was hired that way.
Rule 5: Be caring
People define an organization. Good leaders care for their people. It follows that the best organizations attract the best people- the word gets around- and can retain the best