discussion

Leadership is not domination, but the art of persuading people to work toward a common goal.

—Daniel Goleman

Assuming a leadership role in the laboratory means taking responsibility for personnel management—hiring staff, conducting performance evaluations, and making promotion or termination decisions—in addition to sample/inventory tracking, general lab maintenance, and research performance. These responsibilities can leave a lab manager feeling stressed (Lab Manager Magazine, 2011). Many lab managers would agree that they hardly have the time each day to complete all their tasks while ensuring consistently high-quality results.

Effective time management can help to alleviate stress for you as well as for the other members of the lab. Establish an effective time management plan early on by setting a schedule, assigning priorities, and building teamwork. As your responsibilities expand, you will need to adjust your plan accordingly.

The S.M.A.R.T. goals system for time management is one tool you can use to keep the lab and your job running smoothly. To keep the lab functioning as well as possible, encourage your personnel to develop time management plans of their own. This is especially useful when equipment or resources are shared throughout the lab for time-sensitive experiments.

S.M.A.R.T. involves the following steps:

· Specific—Adopt a specific and detailed schedule.

· Measurable—Define your goals in order to assess your progress and effectiveness. Benchmarks or baselines may be included in your job description or may be set after discussions with your supervisor.

· Achievable—Make your goals reasonable and achievable. If you are aggressive with your goals and set them too high, this can be counterproductive. Set achievable goals for the time allotted, taking into consideration the variety of tasks for which you are responsible.

· Result-oriented—Focus on the targeted goal that you want to achieve.

· Time-limited—When setting goals, identify specific deadlines and/or tasks you wish to complete by a deadline.

As you are responsible for your staff, it is advisable that you meet with lab members regularly to support effective time management and lab etiquette for all members. For example, if a lab member reserves a piece of shared equipment for a four-hour time block and is late in starting the experiment, this can push back the time at which the next user can start his or her work on the equipment. If such tardy behavior is consistent, tensions can build in the lab and create conflict that will need to be addressed.

In addition to ensuring good time management, the lab manager influences the attitude and work etiquette of the lab through his or her leadership style. Your leadership should go beyond managing the complicated system of employees and equipment in the lab (Kearns and Sun, 2007). You can take cues from the PI. You can guide employees by delegating authority and leading by example. Or you can order employees to perform tasks based on your authority and micromanage certain projects. Your approach to leading the lab will be, in part subconsciously, influenced by your personality traits, your behavior patterns, the interactions and dynamics of those in the lab, and the responses of the members of the lab to you.

Use Your Knowledge 1.2

Read the following scenario. Use it in the activity below to analyze time management issues arising in a particular lab.

Martha dreads coming to work on Mondays. Every Monday, the lab has a meeting to discuss problems encountered the previous week and the timeline for the work to be completed during the current week. Martha's coworker Jorge commits to using the high-performance liquid chromatography (HPLC) equipment each week at the time at which his samples are ready, usually by Wednesday. However, in the last few months, Jorge has not used the HPLC as planned. Jorge is completing his postdoctoral research in the lab, and has been distracted by the process of applying for a permanent position elsewhere.

Each week, Martha and Weimin, a graduate student, wait for Jorge to finish with the HPLC equipment so that they can use it to meet their goal of analyzing samples received from Weimin's collaborator in Europe. Each week in the past few months, Martha has had to communicate to their anxious collaborator that the work is not completed. Weimin blames Martha for the lack of results, and is unable to finish his manuscripts. Mark, the lab manager, does not stress to the research team the importance of following the schedule. Lately, he has been focusing his attention elsewhere—on two new projects the PI has given him.

This Monday is especially bad for Martha. Her patience is exhausted, and she and Jorge argue during the lab meeting. Jorge states that his work is more important than Martha's and Weimin's, and that the number of samples he needs to process with the HPLC is higher. Martha asserts that Jorge does not have his samples prepared for the HPLC on time, whereas those from the collaborator are always ready. Weimin feels uncomfortable with the argument and abruptly leaves the room.

During this interaction, Mark continues to read protocols provided by the PI for an experiment to begin next month. He only comments once that Martha and Jorge need speak more quietly.

Reflection Activity Use Your Knowledge 1.2- Please go to My Tools -> Self Assessments -> to complete this self assessment.

Finding Your Own Leadership Style

A leader is someone you choose to follow to a place you wouldn't go by yourself.

—Joel Barker

To be an effective leader, it will benefit you to do some self-evaluation to assess your personality and leadership style. The Keirsey Temperament Sorter is a self-scoring questionnaire designed to identify personality and temperament types (Kearns and Sun, 2007). Temperament is the combination of one's thought processing and one's actions, and includes factors such as communication style, values, skills, and personal perceptions of worth in the workplace and socially.

There are four temperament types: idealist, rational, artisan, and guardian. Idealists aim to achieve balance and a stable environment through the use of teamwork and creativity, working to reach their goals without compromising their ideals. Rational personalities are pragmatists; they achieve balance through empowerment and through handling challenges efficiently, possibly working outside of set guidelines in order to address problems.

Artisans concern themselves with current goals and strive for balance among empowered team members by encouraging creative solutions outside of set guidelines. Guardians are duty-oriented and strive to achieve a stable work environment by adhering to guidelines and using and fostering respect among team members (Keirsey.com).

Figure 1.2 gives further information on the Keirsey temperament types:

Figure 1.2 Keirsey Temperament Types

Source: Information taken from https://www.mtso.edu/site/assets/files/1136/keirsey-temperament-character-intelligence.pdf

Your leadership style will be reflected in the goals you establish for the lab and in your treatment of the staff. Individuals respond differently to different management styles; as the leader of the lab, you should be aware of the responses of your lab members and should work to overcome potential conflicts. In the Use Your Knowledge 1.2 scenario above, it is evident that the lab members' temperaments contribute to their responses to the situation. Martha's temperament aligns most closely with the guardian—she has established a time management plan as directed and works to adhere to the lab rules for equipment use and project completion.

Jorge, on the other hand, implies through his actions that he does not need to follow the rules. His temperament aligns more with the artisan, as he works toward his goal of HPLC analysis of numerous samples at his own pace. Weimin can be considered an idealist; he has worked with Martha to establish a timeframe for completing the sample analyses, but will not compromise his value of respecting authoritative figures, and therefore leaves during the lab meeting.

Mark may fit with the rational temperament. He asks his staff to resolve conflicts on their own while he turns his attention to the new challenges faced by the lab. Mark does not enforce schedule guidelines with his lab members or require them to establish time management plans. Mark works independently on goals established by the PI and does little to manage the personnel in the lab.

Many models of management and leadership behavior have been developed over the years. One model for understanding managerial behavior is the managerial grid developed by Robert R. Blake and Jane Mouton (see figure 1.3). According to this model, there are two fundamental drivers of managerial behavior: concern for productivity and concern for people. The grid shows four profiles of managers based on whether they rank high or low on concern for productivity and for people. If a manager is exclusively concerned with getting the job done at the expense of the needs of the workers, employee performance suffers. In Use Your Knowledge 1.2, Mark's managerial style fits this description. Conversely, if one is overly concerned with building relationships and preventing conflict among employees, as in the accommodating profile, output suffers.

Balancing the two factors is considered the best management approach. In the scenario above, Mark allows his time to be pulled away from his staff members as he strives to address the needs of his supervisor, the PI. With his energies directed elsewhere, Mark's concern for the lab members and their individual needs falters. Based on the grid below, Mark's style can be classified as indifferent. He is not overly occupied with his lab staff, and diverts his focus to new projects before completing current assignments. If Mark acknowledged the disagreement between Martha and Jorge and addressed their concerns with the goal of producing results in a timely manner, his management style would shift toward team-oriented. If he demanded the completion of all samples without addressing Jorge's failure to follow a schedule, the goal would be achieved at the cost of employee morale, and, with his dictatorial style, Mark would possibly lose respect among his staff.

In addition to supervising employees, the lab manager is usually responsible for maintaining daily operations in the lab. These may include ordering supplies, maintaining and tracking inventory and expenditures, ensuring equipment maintenance, tracking samples, and monitoring environmental health and safety concerns.

The tracking of specific tasks to be completed daily to ensure the achievement of personal or lab measurable goals within a designated timeframe can be accomplished through adherence to a time management plan, via S.M.A.R.T. or another method. When achievable goals are reached and results produced through laboratory operations, the time management plan should be updated and new timelines established.

Laboratory information management system (LIMS) software is often used to track supplies for ordering, to provide the location of materials in the lab, to store safety information, to track progress of samples, and possibly to manage expenditures. The tracking system you use can be as simple as a centrally placed notebook containing lists and invoices, or it can be a database developed in standard office software (Microsoft Excel or Access) or a specialized LIMS package. The two figures below show examples of tracking systems, figure 1.4 for lab items, and figure 1.5 for lab samples.

Directions: Scroll your mouse over the cells in the header of the spreadsheet for a description of each component tracked.

Figure 1.4 Lab Item Tracking System

Directions: Scroll your mouse over the cells in the header of the spreadsheet for a description of each component tracked.

Figure 1.5 Lab Sample Tracking System

Several LIMS software programs are available, either open-source or for commercial purchase (see figures 1.6 and 1.7). Consider the LIMS options to select the best one for your workplace. The tracking system you choose should provide the user with a logical and accessible format for data storage and retrieval (Soto, 2009). It should be user-friendly, with minimal training required; be compatible with the other databases and spreadsheets you use; adequately protect stored information; and be reasonably priced (or free). Lastly, the system should be able to adapt to changing research and technology.

There is no one best LIMS for all lab situations (Segalstad, 2009). A thorough evaluation of the lab's needs and organizational requirements should be considered in setting up a tracking system.

Figure 1.6 LIMS Freely Available Online, Example I

Source: Labmatica LIMS

Figure 1.7 LIMS Freely Available Online, Example II

Source: Open-LIMS

Recordkeeping

For your supervisor or funding agency, you may need to obtain records for samples within a short time period. You will need to be able to search through a database or sort samples quickly (HHMI, 2006). To facilitate speedy retrieval, the PI or other members of the lab should establish a format for naming samples and should consistently use this protocol. Consistency is key to a well-maintained information system that includes information on samples and files as well as other laboratory records.

In an academic setting with low security, non-hazardous research may not require strict adherence to a tracking system; however, consistency eases the preparation of research findings for presentations and publications as well as the transition of new graduate and undergraduate assistants. Private industry and government research facilities typically have specific standard operating procedures (SOPs) to follow for document and sample processing. Security of research information is also handled differently in different research environments. It is important for you to familiarize yourself with the protocols for recording and maintaining proprietary information in your workplace.

In the box below, see some examples of naming standards:

Sample Naming Standards

Electronic File

090801_GelPhoto_RJones_xy22set.jpg

Format: Date(YYMMDD)_FileType_User_SampleGroup.FileType

Specimen

090801_xy22Bats_hydroxylase001

Format: Date(YYMMDD)_ProjectID_UniqueSampleID

LIMS are also used to store general laboratory information such as primary data and information on protocols, samples, reagents, and equipment (HHMI, 2006). This information may be stored according to security protocols, depending on its sensitivity. General laboratory protocols are often kept in a common file. Protocols need to be updated as they are modified by users and as technology changes. Reagent use warrants the same level of detail as does sample tracking. The laboratory setting is not static; staff and students may change every semester, and information needs to be clearly accessible and understandable. Before a lab member leaves, his or her records and samples should be identified and clearly labeled.

Equipment tracking may be another responsibility of the lab manager (HHMI, 2006). While all members of the lab should ensure equipment maintenance, one person should be responsible for keeping records of purchase, repair, and calibration. Equipment history can be included in the collective LIMS for the group or recorded in a separate file by the individual responsible.

Budget Management

Many research centers (academic, industry, and government) have a chief financial officer (CFO) responsible for tracking funds. However, responsibility falls to each lab group to keep expenditures within the scope of the research budget. Several aspects of the laboratory budget are evaluated in the financial decision-making process (HHMI, 2006).

First, direct and indirect costs for the lab are tracked (HHMI, 2006). Direct costs are those pertaining to the research conducted. These include costs for salaries and employee benefits, equipment, and consumable supplies. Indirect costs, often referred to as overhead, are those associated with funding the organization (university or business). Indirect costs include costs for administration, utilities, infrastructure, and facility maintenance.

Secondly, the source of the funding is considered. The source exerts an influence on the scope and amount of research conducted. PIs and affiliated staff often apply for grants, or "soft money," to fund projects and pay salaries. Project selection in government and private industry may be driven by shareholder, stakeholder, or public demands.

The PI or administrative staff may assume responsibility for managing the lab's budget, or this too may fall within the purview of the lab manager. Grants or government or organizational sources of funding may not take into account the day-to-day costs of lab operations (Brown, 1999). To make funds last over the course of a year, it is advisable to first budget basic necessities on a 12-month calendar. This will make it easier to determine whether the lab is overspending or underspending any given month. If you miscalculate and consistently overspend, then, at the end of the year, you will have insufficient funds for salaries, supplies, and so forth. If you consistently underspend, then you will be left with a surplus at the end of the year. This may lead to a rush of spending, committed in the fear that funds will not carry over to the next year.

In any laboratory having the correct supplies in the correct amount when needed keeps work uninterrupted and saves money. In order to do this, the laboratory manager and PI need to project in advance the supplies required and decide how to pay for them. The laboratory technicians, graduate students, etc. are also vital in noticing when items need re-ordering.

The manner in which an item can be purchased depends on the item itself and its price. There are two systems that can be used: the internal purchase request system and the external credit card system, also called the purchase card or pcard, for short. See Procurement flowchart (Figure 1.8). The roles involved in the purchasing process include the laboratory manager, laboratory staff, principal investigator, Office of Sponsored Research (grant and contracts office), and maintenance and facilities (Purchasing office/Procurement). For more information about stakeholders involved in laboratory purchasing and other operations, see Module 3, Figure 3.4, Communication Flow Outside the Laboratory.

INTERNAL PURCHASE REQUEST PROCESS: Once the need for an item is noticed, a laboratory staff member sends an email request to the laboratory manager, research center administrator (RCA), or equivalent. The laboratory staff member making the request also includes in the email the account number/cost center associated with a particular grant or project which the lab manager/RCA will use for billing. The lab manger/RCA log in to a secure purchasing system and inputs the information and the system automatically outputs a purchase order (PO) number on a purchase request form. This form is printed out and placed into the PI inbox for approval and signature. If the PI approves and signs the purchase request form, it is routed to purchasing. If the PI needs to make changes to the order, the form needs to be reprinted and signed. The Purchasing Office staff confirms the information on the signed form and sends the purchase order number to the vendor. (Note: The purchasing process requires protection of account information. The vendor will get paid through Accounts Payable in the Finance Office but they do not receive the actual internal account number. Internally, the account number is verified and the system checks to ensure that funds are available.)

EXTERNAL PURCHASE CARD PROCESS: Once the need for an item is noticed, a laboratory staff member sends an email request to the laboratory manager, research center administrator (RCA), or equivalent. The laboratory staff member making the request also includes in the email the account number/cost center associated with a particular grant or project which the lab manager/RCA will use for billing. The lab manger/RCA log in to his/her account with the vendor. The external credit card purchase process is more straightforward than the internal purchase process in that it does not require a printed form or signatures. The lab manager/RCA will order using an account with the vendor that has been set up through the Purchasing Office. The PI then approves via email to the lab manager/RCA who then logs on to the vendor webpage and makes the approved purchases using a credit card or p-card. Upon completion of purchase, a purchase order (PO) number will be associated with the purchase and then the purchased item can be tracked using the PO number.

IMPORTANCE OF PURCHASE ORDER NUMBER: The Purchase Order number or PO number is crucial to tracking a purchase. For example, John requests to order 200ml of a chemical and after sometime asks the lab manager/RCA to check up on the order. In order to do so, the lab manager/RCA needs the PO number. In the example, the lab manager/RCA finds out that the 200 ml is on back order for 2 weeks and thus, with permission, changes the order to two 100 ml. After the item is shipped, and, if it is not received, the PO number can be used with the vendor to get a replacement.

RECEIVING and PROCESSING: PACKING INFORMATION: Once the item ships and is received, the package contains a packing slip that has the list of items and the lot or batch numbers. The lot number or batch number is important and is placed on the bottles, packs and cartons by the manufacturer. The number is important as it may be required in the case an item is recalled, or if there is a failure with regards to the quality of the batch. Upon receipt of a purchased item, the lab manager inspects the item and if there are any problems, calls the vendor for a RMA (return merchandise authorization).

INVENTORY: Once the purchased item arrives and is inspected by lab manager, it will then be added to inventory spreadsheet along with all its identifiable characteristics such as amount, PO, Invoice, batch/lot number, etc. and placed into the correct location in the lab. For chemicals, the lab manager will ensure that the latest SDS is downloaded, printed and placed alphabetically in the required SDS binder in the lab or linked to the chemical inventory. (Note: If a computer with access to SDS sheets is not in the lab work space, then binder needs to be kept in the lab work space.)

Figure 1.8 Procurement Flowchart

Section 5. Summary

After completing this module, you should better understand the roles and responsibilities associated with the lab manager position. The job description of the lab manager varies widely, and in your career, you will encounter different expectations as you work for different institutions.

Many of the essential principles—lab staff positions, employee interactions, management strategies, sample tracking, and budgetary concerns—transfer from one company to another.

As we progress through the remaining course modules, we will build on the foundation we have laid here. In module 2, we will discuss compliance and safety in the lab environment. As the lab manager, you may be the first point of contact in emergency situations, and should therefore have a firm grasp of regulatory requirements.

Your management style will influence the functioning of your lab and the larger organization. If conflicts arise among lab staff, or if ethical concerns surface, your effectiveness as a leader will be judged based on your ability to handle the situation. In the next two modules, we will address these issues.

References and Relevant Sources

Barker, K. (2005). At the bench: A laboratory navigator (Chapters 1 and 2). Cold Spring Harbor, NY: Cold Spring Harbor Laboratory Press.

Brett, E. M. (2007). Organizational structure: A look at concepts and models. In Harmening, D. (Ed.), Laboratory management: Principles and processes (Chapter 1). Philadelphia, PA: F.A. Davis Company.

Brown, M. T. Develop your budget. National Institutes of Health (2019, September 11). About Grants. Retrieved May 28, 2020, from https://grants.nih.gov/grants/how-to-apply-applicationguide/format-and-write/develop-your-budget.htm

Generate more time using S.M.A.R.T. goals. (2011, February 4). Lab Manager Magazine. Retrieved June 14, 2011, from http://www.labmanager.com/?articles.view/articleNo/4102/article/Generate-More-Time-Using-S-M-A-R-T--Goals

Harmening, D. (2007). Laboratory management: Principles and processes. Philadelphia, PA: F.A. Davis Company.

Howard Hughes Medical Institute (HHMI). (2006). Making the right moves: A practical guide to scientific management for post-docs and new faculty (2nd ed.). Chevy Chase, MD: Howard Hughes Medical Institute.

Kearns, E. H., & Sun, F. (2007). Principles of leadership: Past, present, and future. In Harmening, D. (Ed.), Laboratory management: Principles and processes (Chapter 2). Philadelphia, PA: F.A. Davis Company.

Keirsey, D. (1998). Please understand me II: Temperament character intelligence. Del Mar, CA: Prometheus Nemesis Book Company.

Labmatica LIMS. (n.d.). [Screen shot]. Retrieved June 14, 2011, from http://www.freelims.com/

Open-LIMS. (n.d.). [Screen shot]. Retrieved June 14, 2011, from http://www.open-lims.org/

Overview of the four temperaments. (n.d.). Retrieved June 14, 2011, from http://www.keirsey.com/4temps/overview_temperaments.asp

Segalstad, S. (2009). Which LIMS is best? Scientific Computing. Retrieved June 14, 2011, from http://www.scientificcomputing.com/article-in-Which-LIMS-is-Best-051509.aspx#

Soto, C. (2009). GCN lab review: Do-it-all databases. Government Computer News. Retrieved June 14, 2011, from http://gcn.com/Articles/2009/06/01/Lab-review-personal-databases-Intro.aspx