Working Relationships- Healthy Career Strategies
Working relationships in interdisciplinary projects in Biotech- Pharma industry and in academic settings are complex and often stressful. Here, Dr. Susan Christy, a psychologist and consultant offers her helpful advice.
In biotech, talented people work on meaningful projects together. It is inherently satisfying when the team "clicks" and the work goes well. It is debilitating when egos rule, people undercut one another, or unclear responsibilities turn into "personality conflicts."
In my work with scientific teams, I often hear people say they can’t be successful in their current work situation. Skilled people with high self esteem begin to feel exhausted and defeated.
-They want to do good work.
-What to do?
The Gallup Organization’s research with corporations offers insights on how to set people up for success. Gallup identified elements of a workplace that mobilize talents and catalyze teams to create results. When these elements are missing, people suffer. Perhaps you can use this information to take care of your personal and professional needs.
Research results – a strong workplace
After interviewing, 80,000 managers and 110,000 employees, Gallup identified 12 questions that demonstrate what the best managers do differently. The team members’ answers to these questions strongly correlate with productivity, profitability, employee retention, and customer satisfaction. These twelve questions are the simplest and most accurate way to measure the strength of a workplace.
How well do these research results apply to interdisciplinary scientific teams? Based on my work with corporations, universities and research teams, I suggest that biotech teams could benefit from structuring their working relationships so each person can answer "Strongly Agree" to these questions.
The 12 questions (called Q12)
You might want to answer these questions as an assessment of your current work experience.
Answer each item with:
1=Strongly Disagree 2=Disagree 3=Somewhat .Agree 4= Agree 5= Strongly Agree
- I know what is expected of me at work.
-I have the materials and equipment I need to do my work right.
-At work, I have the opportunity to do what I do best every day.
-In the last seven days, I have received recognition or praise for doing good work.
-My supervisor, or someone at work, seems to care about me as a person.
-Someone at work encourages my development.
- At work, my opinions seem to count.
-The mission/purpose of my department makes me feel my job is very important.
-My co-workers are committed to doing quality work.
-I have a best friend at work.
-In the last six months, someone at work talked to me about my progress.
-This last year, I had opportunities at work to learn and grow.
Remember that these questions were statistically derived from hundreds of questions as the 12 questions that best identify what the best managers do differently. Questions like number 10, I have a best friend at work are surprising. In my experience, questions 3, 4, and 7 often get low scores.
Who is the catalyst? Who creates the strong workplace?
In business, managers have a catalyst role -- turning talents into performance. They must be able to select people, set expectations, align employees toward meaningful and mutual goals, and support their best work and development. These managers learn to include people in decisions that impact their work.
In biotech, who takes this catalyst role? The Primary Investigator? The project- supervisor? They are often so task focused that the relationship aspects of working well together are neglected. PIs and project managers may not be trained in management or leadership. No one may define his/her role as creating a strong, healthy workplace. Too bad!
Scientists sometimes do not recognize how a healthy work environment positively impacts productivity, team commitment and quality of results. Or the toll unclear expectations, "put downs," and unspoken assumptions can make on performance and human spirit.
What can you do? Your health, your team’s health.
-Capture your first insights while reading the twelve questions above.
-Your professional, emotional and social needs?
- Team dynamics?
- The struggles of others on your team?
-Initiatives you can take...
Pause and look back at Q12 again. Capture your thoughts; define a few action steps.
Ask yourself, "What would I need to answer "Strongly Agree" to each question above." What are the two or three most important to your health and success? Then strategize.
-Ask for what you want. (Stop expecting others to read your mind.)
-Clarify expectations, roles and responsibilities.
-Articulate assumptions (yours and theirs) that get in the way.
-Put your opinions and suggestions in writing and present them more formally (in writing, to more people, in right timing).
-Stop trying to get recognition from someone who will never give it!
-Take charge of your development. Get a mentor or coach. Improve your team skills.
-Accept realities you cannot change. Stop waking up in the middle of the night hating someone or wishing something were different.
-Get a life. Don’t expect to meet all of your personal, emotional needs at work. Friends and pets are best for hugs and some long conversations!
Notice: Responding to others opinions, recognition and encouragement, helping others develop and mobilizing other’s talents are NOT about hierarchy. In a healthy workplace, team members support one another. Everyone takes care of the team environment – for successful scientific results.
Reach out to others who are struggling. Helping others improves their functioning and likely the teams functioning and ultimately your environment and the project’s success.
Initiate a team conversation about team strength. Dare to take this risk! Present the Q12 to the team. Use it as a springboard for discussion.
-Suggest you all take a few hours to understand one another’s communication style, decision making style and criteria for success.
-Ask someone on your team to lead a discussion or brainstorm about Q12 Or team success.
-Discuss the benefits of bringing in a team consultant to facilitate working relationships and team health. It’s cost effective.
-Remember, it NEVER works to blame or criticize. Be positive.
When people work together to take care of the science, the team and the individuals, there will be credit and success to share. And your team will be ready and enthusiastic for the next breakthrough.
OK, here is an opening, an opportunity. Use Q12 as a lens through which to see your health, the strength of your workplace and pathways to successful scientific results.
Please call me if you’d like to discuss these ideas or learn more about Q12.
Susan Christy Ph.D., CMC (Certified Management Consultant) works with scientific, university and corporate teams to mobilize talents, catalyze teams and realize results. She is President of Christy Consulting, Inc., a former tenured Psychology Professor, TV Talk Show host and VP of HighGain, Inc., a communications training firm. Phone: 510 222 2992. http://www.SusanChristy.com,
Email: Susan@SusanChristy.com
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