Thread by @charbo25

The biggest challenge I’ve faced in transitioning to the biotech industry is managing people. Here’s a 🧵 on some things I wish I knew starting out.

TL;DR – Be genuine, be honest, and focus on doing what’s right (as opposed to what’s comfortable). (1/)

First, there are an absurd number of books on management out there. After reading a big stack of them, some were more helpful than others. I’ve learned that there’s no single playbook for being an effective manager, and you need to develop a style that is authentic to you. (2/)

As a starting point, I’d highly recommend Radical Candor (@candor by @kimballscott). It’s full of simple and effective advice to get you off on the right foot. (3/)

I used to think ‘a good boss is X, Y, and Z.’ I’ve learned that there is no single template for managing people. You need to adapt your style to the needs and personalities of your team members. What works for one may not work for others. (4/)

Managing scientists can be tricky. Some need lots of structure and others need a hard push to tap into their creativity. It often takes trial and error to figure out what will work, but if you’re honest and genuine about the process, your team will appreciate it. (5/)

Giving constructive feedback or a negative performance review is heart wrenching. You will be tempted to take the easy route (ignore, delay, downplay issues) to avoid the discomfort. This makes things worse in the long run. If you’re the boss, this is part of your job. (6/)

If you’re managing people effectively, your team members will be learning and growing. They will eventually leave for new opportunities (and they have options... the job market is bananas). This is something to celebrate, not to dread. Change is the only constant. (7/)

For me, learning to manage a team of people has been the biggest challenge in my #biotech transition, but it’s been incredibly rewarding to see my team members grow and develop and to think that I played a small role in guiding them along. (8/8)