With this title, I could genuinely write about a lot of things: spacetime, our role within it, or even how, alongside talent and effort, the right opportunity can be crucial for a career leap. But this title also perfectly suits today\u2019s topic.<\/p>\n\n\n\n
Today, we\u2019re dealing with a common challenge we often encounter in our consultations: when problems arise in a team that can\u2019t be solved with a quick fix, there\u2019s often an attempt to resolve them with a quick fix anyway. <\/em><\/strong>We\u2019re not talking about \u201ccoffee machine broken\u201d problems here. Those are annoying, but a one-time intervention, like replacing or repairing the machine, takes care of it. Such problems are easy to solve and don\u2019t require a sustainable solution unless they recur constantly.<\/p>\n\n\n\n What I\u2019m referring to are \u201cinsomnia\u201d types of problems. Here, there is no single, simple switch to flip that magically solves the issue. Sleep problems are usually multifactorial \u2013 stress, unhealthy diet, too much screen time, irregular sleep habits \u2013 you name it. Making one change, like going to bed early one night, isn\u2019t enough. One needs to adapt their behavior in the long term, which is challenging. Yet we often seek that one switch, because we want to see quick successes. It\u2019s deeply human \u2013 I often think this way too. But it\u2019s crucial to recognize when a problem has multiple causes and requires multiple actions.<\/p>\n\n\n\n To work on sustainable, long-term changes in complex team systems, Stefanie and I developed the “P^4” framework and based our course “Research Management Mastery” on it. P^4 stands for the four dimensions: Processes, Productivity, Projects, and People<\/em>. This framework helps us address various issues in both small and large teams holistically, initiating sustainable changes.<\/p>\n\n\n\n We\u2019re all constantly under pressure and notoriously short on time. When I read on social media or hear advice from a consultant like “Just try Pomodoro,” it makes my toes curl. Of course, the Pomodoro technique might be helpful for some (spoiler: definitely not for me); otherwise, it wouldn\u2019t be so popular. But it can only be a small piece of the puzzle for working more productively. You definitely won\u2019t solve the systemic time constraints in your team with it. I always picture a team synchronously doing Pomodoro sprints in an office with old-fashioned alarm clocks, with alarms going off every few minutes \u2013 not exactly the picture of sustainable efficiency.<\/p>\n\n\n\n What Stefanie and I advocate for is more holistic thinking. We aim to change the overall picture of teamwork, and that requires tackling multiple dimensions simultaneously. Let me introduce the four dimensions of the P^4 framework in detail:<\/p>\n\n\n\n Thinking in processes helps you identify improvement opportunities more quickly. Let\u2019s take a daily life example: the checkout line in a supermarket. We all know what it\u2019s like when the line drags because each item is scanned individually or because the person at the register only starts looking for their wallet after packing all their items. These process steps unnecessarily slow down the \u201cpaying for goods\u201d process. In a research context, it\u2019s similar: optimized processes help save time and avoid bottlenecks. In labs and team settings, there\u2019s incredible potential for efficiency gains through process optimization. You just need to harness it. For instance, do all your team members use the same template for experiment documentation? If yes, that\u2019s great! It makes data easier to summarize afterward, protocols easier to understand, and team members can more easily step in for each other if needed.<\/p>\n\n\n\n Since so few people think in processes, there\u2019s enormous potential for efficiency improvement here. Whether through lean management or fundamental process management: efficient processes are the backbone of a productive team, and this requires more than a one-time initiative. Processes need to be regularly questioned and optimized to get the most out of your and your team\u2019s work.<\/p>\n\n\n\n In this dimension, we zoom both a little closer to systematically identify the small drains on time, money, and resources and a little further out to question whether what we\u2019re doing is really the most meaningful. Are we spending time on things that make us feel good short-term (\u201cyay, an empty inbox!\u201d) but distract us from long-term goals? Productivity shouldn\u2019t just aim at completing tasks more efficiently but also at the bigger picture. What actually moves us forward?<\/em><\/p>\n\n\n\n As described above, our P^4 framework focuses first on the what and then on the how. A systematic analysis of time management helps identify resource wasters \u2013 whether in personal productivity, like dealing with emails and calendars, or in team productivity, such as meeting management. With simple approaches like \u201cinbox time windows\u201d or strategic calendar blocking, distractions can be minimized, sharpening the focus on what truly matters. Teams that question and systematically adjust their productivity structures often report significant improvements in achieving goals and satisfaction. And honestly, who doesn\u2019t groan about the wasted time in inefficient meetings?<\/p>\n\n\n\n A good idea should never be followed by poor execution. Good project management helps ensure a smooth project start from the beginning and, even before that, formulates project ideas in a way that attracts funding. During implementation, good project management ensures calm and prevents last-minute rushes. How can you recognize a good project manager? By the fact that they can sleep well at night. When you can plan, organize, and control projects well, stress levels decrease significantly for everyone involved. Project management is one of the most valuable skills in research due to the nature of the field.<\/p>\n\n\n\n There are generally two schools of thought in project management: traditional and agile. While traditional methods involve clear and detailed planning, agile project management is more flexible and allows adjustments based on feedback and new insights. This flexibility makes it ideal for research projects, allowing early responses to risks while keeping the project goal in mind without rigidly sticking to a set plan. Good project management in research can make the difference between chaos and focus and ensures that not only the team but also you can sleep soundly.<\/p>\n\n\n\n Finally, perhaps the most crucial dimension: People. In the \u201cResearch Management Mastery\u201d program, we focus on this dimension in the last modules, and for good reason. We tend to attribute the root of things going wrong to individuals. But I\u2019ve found that in most cases, the reasons lie in the other dimensions. As an example, an older blog post of ours (“Why my team members don\u2019t deliver what I want<\/em><\/a>“) explains that there are many reasons why we may not get the expected performance from individual team members. These reasons usually aren\u2019t tied to personality, attitude, or any other personal trait but are found in the other dimensions.<\/p>\n\n\n\n However, this doesn\u2019t mean people aren\u2019t important \u2013 quite the opposite. As a team leader, it\u2019s essential to create a culture where team members can perform at their best. The importance of good performance management and supporting personal and professional development cannot be overstated. A supportive environment and continuous feedback strengthen motivation and commitment. In the long run, it\u2019s your team members who carry projects and ensure the team and you achieve your goals.<\/p>\n\n\n\n So, if we want to increase our team\u2019s output, we shouldn\u2019t just turn to individual tools, methods, etc., but rather first consider where we see improvement potential and then make a plan to help us unlock it. Thinking along the four dimensions of Processes, Productivity, Projects, and People in the P^4 framework helps ensure nothing is overlooked and enables the right prioritization. Participants in our Research Management Mastery Program often report how this framework has helped them significantly boost their team\u2019s output while simultaneously raising team morale. If you\u2019re interested in learning more, don\u2019t miss our LeadershipLab on Monday. Register here!<\/strong><\/a><\/p>\n","protected":false},"excerpt":{"rendered":" With this title, I could genuinely write about a lot of things: spacetime, our role within it, or even how, alongside talent and effort, the right opportunity can be crucial for a career leap. But this title also perfectly suits today\u2019s topic. Today, we\u2019re dealing with a common challenge we often encounter in our consultations:…<\/p>\n","protected":false},"author":2,"featured_media":4425,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-4399","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\/4399","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=4399"}],"version-history":[{"count":2,"href":"https:\/\/www.glia-leadership.com\/index.php?rest_route=\/wp\/v2\/posts\/4399\/revisions"}],"predecessor-version":[{"id":4505,"href":"https:\/\/www.glia-leadership.com\/index.php?rest_route=\/wp\/v2\/posts\/4399\/revisions\/4505"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.glia-leadership.com\/index.php?rest_route=\/wp\/v2\/media\/4425"}],"wp:attachment":[{"href":"https:\/\/www.glia-leadership.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=4399"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.glia-leadership.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=4399"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.glia-leadership.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=4399"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}The P^4 System \u2013 a holistic approach<\/strong><\/h2>\n\n\n\n
1. Processes \u2013 optimizing processes<\/strong><\/h3>\n\n\n\n
2. Productivity \u2013 identifying time and resource wasters<\/strong><\/h3>\n\n\n\n
3. Projects \u2013 implementing ideas effectively<\/strong><\/h3>\n\n\n\n
4. People \u2013 placing people at the center<\/strong><\/h3>\n\n\n\n