{"id":4168,"date":"2023-10-21T17:15:00","date_gmt":"2023-10-21T15:15:00","guid":{"rendered":"https:\/\/www.glia-leadership.com\/?p=4168"},"modified":"2024-06-21T08:44:19","modified_gmt":"2024-06-21T06:44:19","slug":"the-pi-conundrum-fostering-independence-supportive-mentoring","status":"publish","type":"post","link":"https:\/\/www.glia-leadership.com\/?p=4168","title":{"rendered":"The PI Conundrum: Fostering Independence & Supportive Mentoring"},"content":{"rendered":"\n

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by Stefanie Robel<\/p>\n\n\n\n

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Recently a colleague asked me this excellent leadership question: “How much time does a PI need to be present for their team to ensure the lab thrives?”\u00a0<\/p>\n\n\n\n

That\u2019s a question that reminded me of my early years as a New PI. I recall a particular afternoon, when I snapped at a team member who asked me the 99th question that day. Mostly, those questions were about experimental details and logistics and to give you an admittedly extreme example: I once had a team member knock on my office door and interrupt a meeting to inquire if they would be allowed to use the restroom. What struck me wasn\u2019t the frequency of these interruptions but their nature: <\/p>\n\n\n\n

Most of the questions were things a simple Google search could answer or decisions the team was fully capable of making.<\/strong> <\/p>\n\n\n\n

And it isn’t just me. In our work in Research Leadership or Management Mastery with PIs at all stages of their career, we regularly encounter this challenge. In our desire to be exceptional mentors, we find ourselves in a constant decision-making mode, handling every detail, and feeling utterly exhausted by day’s end. <\/p>\n\n\n\n

The irony is that in an effort to be accessible and supportive, we inadvertently foster a culture of dependence\u2013if we don\u2019t strike the right balance.<\/strong><\/p>\n\n\n\n

If you’re constantly accessible and provide a solution quickly rather than spending even more time leading your team member to the solution, the team might lean too heavily on you. On the other hand, if you’re often absent or too engrossed in your own tasks, the team might feel adrift. It\u2019s about striking a balance that works for you and your team.<\/p>\n\n\n\n

So the question above really contains three questions: <\/p>\n\n\n\n

    \n
  1. How do we instill a culture where lab members confidently tackle challenges without defaulting to the PI for answers?<\/strong><\/li>\n\n\n\n
  2. How much time should we spend with our teams? <\/strong><\/li>\n\n\n\n
  3. How much time do we need to carve out for our own uninterrupted work and self-care, so that we are capable of showing up as great mentors?<\/strong><\/li>\n<\/ol>\n\n\n\n

    1. Instilling a Confident, Independent Culture<\/em><\/h3>\n\n\n\n

    To reduce the trickle of team members into my office and my cognitive load, I experimented with ways to empower the team to be more independent.<\/p>\n\n\n\n

    Troubleshooting Meetings:<\/strong> I made weekly troubleshooting meetings part of our standing meeting structure. This became a game-changer. The idea was simple: a dedicated time slot for the team to hash out their technical challenges. But here’s the twist – I stepped back, didn\u2019t attend most of these meetings and let the team take charge.<\/p>\n\n\n\n

    I quickly noticed a shift towards more collective problem-solving. The team began to pool their expertise, leaning on each other’s strengths rather than on mine alone. Over time, they became more self-reliant. Issues that might have been brought to me were now addressed within the group. Perhaps the most rewarding outcome was the strengthened team unity. With shared challenges came shared victories, and this fostered a stronger sense of camaraderie.<\/p>\n\n\n\n

    The Power of Shared Operationalized Values: <\/strong>We also sat down as a team and hashed out what values represented us. ‘Independence’ wasn’t one we picked but it\u2019s a good one, if that is a challenge that your team struggles with. Bren\u00e9 Brown emphasizes the importance of operationalizing values, which means that you attach specific behaviors to your values. That\u2019s important because words mean different things to different people. What you think of as independent and wanted behavior, may be considered overstepping by other PIs. I do not recall the exact decision that a postdoc in the lab asked me to make. But when I asked back why he didn\u2019t make the call himself, he shared that in his previous lab, permission had to be asked for things as trivial as changing the pen color used for lab notes from blue to black. (I am pretty sure, he was exaggerating but you get the idea.)<\/p>\n\n\n\n

    Some of the behaviors attached to our values speak to independence. For example:<\/p>\n\n\n\n

      \n
    • I take action even if the outcome is uncertain or imperfect. (Growth)<\/li>\n\n\n\n
    • I take the initiative to find new and better ways of doing things rather than just simply following directions. (Creativity)<\/li>\n\n\n\n
    • I take time to gain clarity on my own research and data. (Creativity)<\/li>\n<\/ul>\n\n\n\n

      Stoking the Flame of Autonomy: <\/strong>Autonomy is a primary human need, one that is required for motivation according to the self-determination theory. It\u2019s about the control over one’s actions and the freedom to make self-determined decisions. By fostering the autonomy of each team member, you are not just encouraging more independence; you are stoking their intrinsic motivation. While some were quite uncomfortable with this freedom at first\u2013after all, with power comes responsibility\u2013this empowerment led to a heightened drive to innovate and find solutions among my team members. So when folks are unwilling to make decisions independently, it\u2019s often a reluctance to take responsibility for their results. And that usually is a result of \u201ctraining\u201d or societal conditioning more so than a lack of capabilities.<\/p>\n\n\n\n

      Encouraging Critical Thinking: <\/strong>A guiding philosophy I am encouraging is this: when faced with a challenge, brainstorm solutions before seeking external help. That is especially so when it comes to thinking about experimental designs or data interpretation. I used to be quick, telling people how to run their experiments or what to think about their data. I assumed they would learn that way. But in most cases, I would get in the way of people thinking their way through their research. Me telling them wasn\u2019t a shortcut for them. It was one for me, one that cost all of us more time in the long run. <\/p>\n\n\n\n

      Now I emphasize the importance of dissecting a problem, understanding its roots, and brainstorming potential solutions. By encouraging this, I foster a proactive mindset, where team members seek solutions rather than lingering on problems. While I\u2019m here to provide direction and guidance, I want the team to be the initial problem solvers. It\u2019s not about keeping them in the dark but about lighting their path to autonomy.<\/p>\n\n\n\n

      Of course there are exceptions. We have a 15 minute-rule that states that folks should ask for help if they haven\u2019t solved a technical problem within this time. This is mostly to protect our equipment. You can put some other safeguards in place by specifying which type of problems should be brought to your or other team member\u2019s attention immediately. <\/p>\n\n\n\n

      2. Determining the Right Amount of Time with the Team<\/em><\/h3>\n\n\n\n

      Engaging with the team is crucial, but how much is too much and how little is too little? The answer, of course, is it depends: <\/p>\n\n\n\n

        \n
      • On your productivity systems.<\/strong> I can\u2019t emphasize enough how big of a deal your systems are. If people don\u2019t know what their outcomes are for the week, month, year, it\u2019s difficult to get oriented and stay on task without asking you. After 7 years of leading a team, I feel like I am closer to having a system in place that works. And that\u2019s a whole different blog post. But in short: We use annual goals, quarterly Objectives and Key Results, and monthly Agile project planning. I am now implementing a better system to break monthly plans into weekly outcomes. The biggest challenge I see folks struggling with is breaking down longer-term project goals into \u201cwhat to do today\u201d. And that\u2019s one reason they come to bug you. They have not yet learned how to chunk a complex project into manageable pieces while doing the right things in the right order without dropping any balls. So they rely on you to keep some of their balls in the air. It\u2019s not ideal for your productivity and mental health. Systems, not people, should keep track of balls.<\/li>\n\n\n\n
      • On the maturity of your team. <\/strong>If you have a lot of new team members, who need to get integrated into your culture and\/or trained you may need more time. If you work with already independent, well-qualified folks, you can likely spend more time away and maintain your team productivity and effectiveness. <\/li>\n\n\n\n
      • On your preferences.<\/strong> Some of us get energy out of interacting with our teams\u2013I do, on occasion. But by and large it drains me to be around people all day long. My preference is to have entire days dedicated to thinking and working on my (mostly) writing projects. <\/li>\n<\/ul>\n\n\n\n

        On a scale of 1 to 10, our productivity systems are about a 7 in my estimation. Most folks on my team know what the expectations are for the quarter, month, and week and some of them regularly deliver high quality work while the work products of the other half needs regular feedback and tweaking. With regard to maturity: 3\/4 of my team members have been with me for about a year or less, two are postdocs and one is a second year graduate student. My other team member is a more advanced postdoc who I can depend on. This in combination with my preferences, results in the following time with the team:<\/p>\n\n\n\n

          \n
        • I spend two out of five days working from home while team meetings and casual interactions such as shared lunches take place on the other days. <\/li>\n\n\n\n
        • Mondays are dedicated to the team with monthly 1:1 meetings where team members come prepared with progress updates, leading to constructive discussions and clear goals for the upcoming month. ~4-5 hours\/month<\/strong><\/li>\n\n\n\n
        • We have a weekly Monday logistical meeting where we discuss everyone\u2019s outcomes and schedules for the week along with lab managerial items. We collect items to address or coordinate in a task list if they can wait until the next Monday meeting, which has cut down on emails and Slack messages. 4-5 hours\/month<\/strong><\/li>\n\n\n\n
        • Once\/ month we have an all day offsite team retreat (also on Mondays) that is dedicated to strategic team building, kindling our creativity, professional development, DEI discussions, and generally building rapport among team members. 8 hours\/month<\/strong><\/li>\n\n\n\n
        • On the other Mondays, I dedicate ~3h to work sessions that team members can book to get feedback, work on figures, papers, fellowships, experimental design, etc. This ensures that newer team members have an opportunity for 1:1 feedback up to 3x\/month but only if they or I find it necessary. ~3 hours\/month<\/strong> (because the slots are rarely fully booked)<\/li>\n\n\n\n
        • 2x \/ month we have lab meetings. One of them is dedicated to one team member for a full context presentation, while during the other one all team members present data updates. 3 hours\/month<\/strong><\/li>\n\n\n\n
        • On lab meeting days we also have our 1h \u201cMidweek Growth Sprint\u201d where we discuss things like motivation, productivity, work-life balance. 2 hours\/month<\/strong><\/li>\n\n\n\n
        • Lunch with the team on ~2 days\/ week. Never underestimate the power of casual chats and shared lunches. These interactions, though not necessarily work-related, can be instrumental in building rapport and understanding the team’s pulse. ~6-8 hours\/month<\/strong><\/li>\n<\/ul>\n\n\n\n

          So in total I spend about 24-26 hours\/month<\/strong> with my team in formal meetings. That\u2019s a bit more than half a regular work week plus about a day for informal gatherings. The rest of the time is dedicated to my responsibilities including my writing projects, teaching, service, and administrative responsibilities.  <\/p>\n\n\n\n

          Travel:<\/strong> At times I\u2019ve been away for close to a month or I\u2019ve been away for a week\/month. I never found that to impact team morale or productivity that much. That is because we have systems in place to make sure everyone knows their priorities. There will be the occasional person who is not as productive as they could be. <\/p>\n\n\n\n

          In the grand scheme of things, a week or even a month of reduced productivity of one team member does not affect our overall team productivity in ways that cause me sleepless nights because we are mostly on top of things. This is true for me now because my team has momentum. It hasn\u2019t always been this way when I started out or had personnel turnover and reduced momentum due to our lab move. <\/p>\n\n\n\n

          Yet, ultimately a team member\u2019s lack of productivity may lead to results that they do not desire but have to take responsibility for. So those are conversations that we will have to make sure that people are aware of the consequences of their choices and that they have the skills to be more productive during the time they choose to spend at work.<\/p>\n\n\n\n

          3. Carving Out Time for Personal Work and Self-Care<\/em><\/h3>\n\n\n\n

          Last but not least, your well-being matters. Being at your best ensures you’re available for the team as your best and most authentic self.<\/p>\n\n\n\n

          Avoiding Burnout: <\/strong>If you need to get your work done after hours because you spent all day getting other people\u2019s work done or if you have a crazy cognitive load because you juggle 10 people\u2019s balls, you may experience prolonged stress and exhaustion. This can take a toll on your decision-making abilities and interpersonal skills or even make you sick. The same diligence we apply to our research should also be applied to our mental and emotional well-being. This means that I get my work done during work hours and it means that I can take time off of work without worrying that I will lose control. <\/p>\n\n\n\n

          Staying Connected With My Purpose<\/strong>: For me, this means dedicated and uninterrupted time for my<\/em> work projects. Having time, during the work day, for creative projects and my professional growth has helped me stay motivated and engaged with my work. This also means that I can rely on my team to do their work, whether I am around or not. Together, we move the needle in ways that are challenging and exciting to all of us\u2013not because we work our butts off but because we choose to challenge ourselves to become better scientists and leaders.<\/p>\n\n\n\n

          Leading By Example: <\/strong>Ultimately, your team will look up to you. When they see you prioritizing your well-being, they’ll be more inclined to prioritize their own. By ensuring I have time for personal work and self-care, I am indirectly promoting a healthy work culture within the team.<\/p>\n\n\n\n

          In Closing<\/em><\/h3>\n\n\n\n

          Returning to that initial question\u2013”How much time does a PI need to be present for their team to ensure the lab thrives?”\u2013the key realization here is that it isn\u2019t about the number of hours clocked in with the team. With the right systems in place and fostering a culture of autonomy, the team can thrive even when you’re not always physically present. Quantity of time is secondary to the quality, and the latter improves exponentially when the team is independent, prepared, and has reliable frameworks to lean on. The answer, then, isn’t a one-size-fits-all formula but a flexible approach tailored to the unique dynamics of each lab. It\u2019s a balance, one that requires continuous adjustment and reflection. The ultimate aim? Creating an environment where both the team and the PI can flourish.<\/p>\n\n\n\n

          <\/p>\n\n\n\n

          – Stefanie<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

          by Stefanie Robel Recently a colleague asked me this excellent leadership question: “How much time does a PI need to be present for their team to ensure the lab thrives?”\u00a0 That\u2019s a question that reminded me of my early years as a New PI. I recall a particular afternoon, when I snapped at a team…<\/p>\n","protected":false},"author":2,"featured_media":4179,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-4168","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized","category-1","description-off"],"_links":{"self":[{"href":"https:\/\/www.glia-leadership.com\/index.php?rest_route=\/wp\/v2\/posts\/4168","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.glia-leadership.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.glia-leadership.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.glia-leadership.com\/index.php?rest_route=\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/www.glia-leadership.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=4168"}],"version-history":[{"count":2,"href":"https:\/\/www.glia-leadership.com\/index.php?rest_route=\/wp\/v2\/posts\/4168\/revisions"}],"predecessor-version":[{"id":4284,"href":"https:\/\/www.glia-leadership.com\/index.php?rest_route=\/wp\/v2\/posts\/4168\/revisions\/4284"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.glia-leadership.com\/index.php?rest_route=\/wp\/v2\/media\/4179"}],"wp:attachment":[{"href":"https:\/\/www.glia-leadership.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=4168"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.glia-leadership.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=4168"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.glia-leadership.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=4168"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}