Today, I want to talk about my start as a leader. Looking back, I now consider this my first real leadership position. However, I actually held such a role much earlier. Nonetheless, I’ll stick with this example because I held that position for a few years, and it was here that the foundation of my leadership personality was formed. I got the position at 25, and I think many of you, young PIs, can relate to that. Here’s an insight into my personal journey through challenges and the strategies I used to create a collaborative and productive work environment.

So, at 25, I took over a team of 10 people. Naturally, most of the team had more professional experience than I did. The weight of responsibility was palpable. The oldest team member was 61 years old, and there I was, one of the youngest people on the team, now responsible for deciding what we would do and how we would do it. Questions swirled in my head: Should I be the friendly colleague or the assertive boss? How should I handle performance issues or differing opinions about the team’s direction? How could I seriously (and I was required by company policy to do so) discuss personal development with someone nearing retirement who had so much more life experience than I did?

Over the years, I naturally became more confident in handling delicate situations. I learned a lot about leadership and the importance of self-reflection and deliberate actions. Looking back, I realize that many of my initial worries were unnecessary.
But, of course, there are challenges to overcome when taking on a leadership role at a young age:

Perception and Credibility

One of the most immediate challenges was skepticism about my abilities, both as a subject-matter expert and as a team leader. Some older team members questioned my experience, knowledge, or decision-making skills. This skepticism was rooted in the belief that age equates to experience. This perspective also overlooked my years as an HR consultant, where I had seen a much broader range of approaches than just what this company used. So, while I had broader expertise, it wasn’t as deeply tailored to the company.

Generational Differences

Different generations brought unique values, communication styles, and work habits. While I was tech-savvy and open to innovation, some older team members leaned toward traditional methods, leading to misunderstandings. Additionally, the pace of decision-making often varied between generations. Young and energetic, I was eager for quick decisions and swift processes. In contrast, older team members tended to act more deliberately, which, while not indicative of slowness or indecision, initially drove me nuts.

Balancing the Old and the New

In the beginning, I struggled to balance implementing my own leadership style with respecting established norms. Of course, I wanted to “be myself.” Some of my leadership approaches were met with furrowed brows and head-shaking:

• “What? I’m supposed to decide that on my own? The team leader always did that before!”
• “Why are we discussing last week’s performance? Nobody cares about that.”
• “Do we really need separate logistics and content meetings? We’ve always had our 4–6-hour weekly team meeting.”
• “I’m supposed to give you feedback? Isn’t that supposed to go the other way around?”

Introducing my leadership style not only tested my resolve but also required a lot of tact and understanding.

To sum up: The challenges are numerous. While there are countless other difficulties to consider when embarking on a leadership journey at a young age, it’s crucial not to be overwhelmed by them. Here are a few strategies and insights I’ve gained from my own experiences as a young leader. They’re not only relevant for young leaders but remain valid throughout a leadership career:

1. Build Credibility

When the team achieved something, I stepped back and ensured that every team member received due recognition. I highlighted individual contributions to supervisors. However, if something went wrong, I took responsibility as the team leader. This approach built a strong relationship with the team.

2. Stay Authentic

I understood that I didn’t have to be a friend or a boss but a team leader – a role full of responsibility. I learned to adapt my leadership style to the situation. Yet, I made thoughtful decisions in every situation, integrating my personality into my leadership styles to ensure I remained authentic. It’s crucial not to act against your nature or force a role – whether overly authoritative or overly friendly. Such insincerity lacks credibility and is doomed to fail. Authenticity is key.

3. Purpose, Purpose, Purpose

Establishing a shared vision proved crucial. Whenever I began working with a new team, I prioritized developing a collective vision that resonated with everyone. This unified goal made decision-making easier and ensured alignment on projects, even amidst differing opinions. It served as a platform where every member felt their experiences and insights were valued, fostering a sense of belonging and purpose. Why emphasize “purpose” three times? First, it’s essential to identify your personal purpose. Second, a shared purpose is vital for the team as a whole. Third, each team member should recognize their individual purpose within the team.

4. Be a Role Model

Passion was my driving force. My enthusiasm for our work was evident, and I always aimed to be a role model in terms of commitment, work ethic, and integrity. This approach was another piece of the puzzle to earn my team’s respect and trust.

5. You Are Not Alone

I actively sought out exchanges with peers and mentors. Connecting with other young leaders provided insights into common challenges and their solutions. I quickly realized that my problems, worries, and concerns weren’t unique. Others had the same doubts and faced the same challenges. At the same time, experienced mentors enriched me with their extensive knowledge. Such a network with diverse perspectives provides the confidence needed to do such a job.

As I write this, I realize there’s a sixth strategy:

6. Embrace the Challenge Without Fear

A leadership position comes with responsibility. But it’s also a source of great joy and fulfillment. It offers the opportunity to grow and generate an impact that would be impossible to achieve alone.

Now, at the end of this blog post, I offer you, young PI, a promise: When you look back on your early days a decade from now, you’ll smile at today’s worries.

Robert