by Robert
In a group coaching session of one of our postdoc programs, a very interesting question was asked: “If I, as a PI, want to be very present for my team, how do I prevent it from being perceived as intrusive, controlling, and merely supervisory?”
A positive, supportive presence can improve team dynamics. I once worked at a company where everyone had individual or two-person offices. Then the time came when we had to move into an open-plan office. This brought out the worst fears among employees. The boss constantly there, no privacy anymore, conversations stifled because no one dared to speak… As it turned out, the exact opposite happened. Both content-related and purely social interactions were massively promoted, problems were solved faster, and the boss was perceived as far less “bossy.”
When team members see you as an engaged and supportive PI, it fosters trust and motivation. Your team members feel valued and supported, which increases their commitment. By having a “short line of communication” and regular, open interactions, communication is improved, and misunderstandings are reduced. On the other hand, clear rules for interaction are also needed, otherwise, you might get absorbed by the team. But today’s topic is not about the pros and cons or how much presence is good (spoiler: I tend to favor 100% availability) but how to avoid being a micromanager when you are constantly present.
Start with the mindset of why you want to be present as a PI
Your presence should always be perceived as supportive. You can assist in so many areas as a PI: helper, idea generator, sparring partner for creative approaches, promoter of personal development… Caesar referred to himself as “primus inter pares,” and a PI should feel the same way—as a team member with special authority, namely the broadest (but often not deepest) knowledge, the visionary, the leader, and manager. If you are then willing to make these special skills available for team success and to support each individual team member, no one will think of you as the “jailer overseeing the prisoners.”
If you are present as a mentor and coach, you will also be perceived as such. This is just as true as when you are present as a micromanager. So, it really depends on your mindset about why you are present.
Control is important, but the right kind
Clearly, we want to be successful and produce good results. This requires a certain degree of control. In fact, very often, team members feel too constrained and too closely monitored, while the “right” control in the teams is lacking.
The “right” control measures ensure that desired results are achieved within reasonable time, cost, and quality parameters. These “right” controls should ensure that deviations from the canon of time, quality, cost, and scope are detected early and countermeasures can be taken. Achieving this does not require intensive presence. Instead, it requires a system that ensures this. This system should not focus on team members but rather on the success of the research venture. We have had very good experiences implementing a 30-minute weekly accountability meeting in research teams. In this meeting, the planned outcomes for the next week and the goal achievement of the previous week are discussed, replacing all other controls. For more information, we will be conducting a webinar on this topic on June 25, 2pm ET (put. it on your calendar now) to explain the concept in more detail. Register now and take the first step towards a more effective team. Register here: https://stefanie.kartra.com/page/blog
With this, you can spend the rest of your presence on other things.
Trust your team
Give your team members the freedom and responsibility to complete their tasks independently. By trusting your team, you show that you believe in their abilities and respect their professionalism. This not only boosts each individual’s self-confidence but also strengthens the overall team dynamic.
Trust also means giving your team members space to make their own decisions and develop solutions. You do not need to monitor every detail or constantly intervene. Instead, you can use your presence to act as an advisor and supporter. You should only clearly communicate your expectations beforehand. Then let your team take responsibility for implementation.
Mistakes should always be seen as learning opportunities
You should also be ready to accept mistakes and view them as learning opportunities. Create a culture where mistakes can be openly discussed and analyzed. This encourages your team members to try new approaches and be creative, ultimately leading to more innovative solutions. Again, your attitude towards this topic shapes how you are perceived in the team.
I advise against being the problem solver. If you always have an answer for everything, you will always be asked. This prevents your team members from developing their problem-solving skills. Instead, you should use your presence to promote this crucial ability.
With the right attitude, your (permanent) presence and availability can motivate your team. You will also effortlessly serve as a role model for successful working methods. All of this makes you a macroencourager. And always keep in mind: PIs also have the responsibility to manage their team. But the dose makes the poison.
And stay tuned for our upcoming webinar on June 25th, where we’ll dive deeper into these strategies and more. You can register here: https://stefanie.kartra.com/page/blog
-Robert