Essential soft skills you need to build as a research leader
What strikes you about the following three examples?
- Renowned physicist and Nobel laureate Richard Feynman had a unique moniker: The Great Explainer. Sheer brilliance apart, he was eloquent. He popularized physics through lectures aimed at students who had no previous knowledge of particle physics and had a unique ability to explain complex scientific knowledge through his talks and drawings.1
- Geobiologist Hope Jahren struggled in the early years of setting up her first lab amidst funding crunches. Determined to equip her lab with maximum efficiency, Jahren resorted to various methods such as hoarding supplies from Salvation Army and surplus warehouses, repurposing old supplies, and salvaging equipment from a lab on the verge of closure! Prudent financial management proved invaluable during the lab’s financially challenging times.2
- In the early years of his career, molecular biologist Brian Clark spent years seeking out and working with prominent researchers and Nobel Prize winners. Active as a researcher and administrator, he continues to draw upon his old connections and forge collaborations to further the field of biogerontology. It is his mission to get isolated groups working on such topics closer together. From time to time, he organizes summer schools about protein biology.3
These three examples highlight qualities that go beyond academic brilliance and hard work—qualities that are considered “soft skills.” Hard skills are necessary for a worker to perform their job effectively, and these skills can be learned in a classroom or on the job. Examples include DNA extraction, data analysis, and handling an electron microscope. On the other hand, soft skills are interpersonal in nature. They aren’t really taught in the classroom, but they can be learned and improved upon over time and acquired through lived experiences.
Research shows that 85% of job success comes from having well‐developed soft skills.4Soft skills can be a major differentiator in academia, especially for researchers in leadership positions. Soft skills can (and should) go hand in hand with being a pioneering researcher. What’s more, you lead by example, inspiring young researchers to follow suit and perpetuate a research culture of positivity, excellence, and inclusivity.
Soft skills that senior researchers should build
Soft skills encompass a wide range of abilities, including communication, teamwork, problem-solving, adaptability, and leadership. These skills enable individuals to navigate complex professional environments, work effectively in teams, and build meaningful relationships.
Communication skills: written, spoken, and beyond
Improving one’s written and spoken communication skills can open doors for collaboration and career advancement. They allow you to convey your ideas and research clearly, influence others, participate meaningfully in discussions, and write persuasive grant proposals.
Richard Feynman was able to reach out to those within and outside his field because of his incredibly engaging communication abilities. He often explained complex ideas and concepts diagrammatically. As a researcher, you need not restrict yourself to words; the ability to explain something visually also requires skill and can become a unique tool in your repertoire.
Effective people management
Research projects can be demanding and stressful, with tight deadlines and high expectations. Leaders who possess the skill of people management can effectively guide and empower team members to reach their full potential. People management encompasses several key aspects, including clear communication, goal setting, providing constructive feedback, recognizing and rewarding achievements, and developing talent through coaching and mentorship.
Burnout and dissatisfaction are rife in academia. However, research leaders can play a key role in assuaging the situation by analyzing workplace and interpersonal challenges objectively and recognizing and addressing potential conflicts. A good mentor will find ways and means to reduce burnout, address bullying or harassment, and promote the well-being and satisfaction of their team members. This may be done through one-on-one conversations and regular team meetings.
Adaptability and flexibility
Research projects often involve unforeseen challenges, changing circumstances, and evolving priorities. Leaders who can adapt to these changes, take risks when needed, and inspire their teams to do the same can navigate through obstacles and seize new opportunities. For example, researchers need to tweak working and communication styles when interacting with journalists, policymakers, and researchers from other cultures/countries and disciplines. Being adaptable contributes to the success of individual projects and also builds a research culture that is dynamic, forward-thinking, and responsive to emerging trends and challenges.
Budgeting and resource management
Effective budgeting and fund management are crucial skills for researchers that can greatly impact the success and sustainability of their work. Research projects often span extended periods, requiring a well-thought-out financial plan. Budgeting allows researchers to allocate funds strategically, ensuring that resources are optimally utilized. With a well-planned budget and fund management approach, researchers can navigate unforeseen circumstances more effectively. As mentioned under Adaptability and flexibility above, researchers must also be prepared to take unexpected steps when needed. Jahren’s book Lab Girl2 is filled with stories about how she improvises and cuts costs in the face of insufficient funds. For example, a lack of travel funds did not keep her from a five-day drive with her team from Georgia to California for a conference! Besides being good at budgeting, researchers must be resourceful too.
Networking
Networking is a critical soft skill that involves building and nurturing relationships with peers, experts, and professionals across various disciplines. By actively engaging in networking, researchers can expand their horizons, gain access to diverse perspectives, and discover new opportunities. It helps researchers stay updated with the latest trends and advancements, enhances visibility within the research community, and opens doors to potential partnerships and funding opportunities. To up your game at networking, aim to be more active in promoting your professional profile on social media, interact with other researchers through diverse platforms, and expand your connections to include those beyond the confines of academia.
Collaboration and teamwork
Research leaders also need to facilitate effective collaboration. Researchers who excel in collaboration can harness the collective intelligence of their teams, encourage cross-disciplinary interactions, and promote a sense of ownership and pride in the research outcomes. For instance, researchers can organize short trips and fun activities to encourage team-building and cooperation. Such approaches can contribute to a research culture that values cooperation and knowledge sharing.
Tips to supercharge your soft skills as a senior researcher
- Make the most of training programs and online courses for developing and/or improving soft skills. Enhance soft skills through reading books and resources about and by successful researchers. Practice regular writing and work on skill-building for effective communication. Participate in writing workshops and seminars.
- Step out of your comfort zone to improve soft skills. Don’t be straitjacketed; have passions beyond the field. Feynman had a passion for art and even played the bongo. Hobbies and interests can integrate fields, spark inspiration, unlock creativity, and allow you to relax.
- Seek feedback on your soft skills and practice self-reflection.
- Be an active listener. There is much to learn from even students and junior researchers.
- Be prepared to improvise!
Conclusions
While technical expertise and knowledge are undoubtedly essential, it is often soft skills that can set apart outstanding individuals from their peers. Soft skills are indispensable in the context of leading research projects and teams. By developing and leveraging soft skills, research leaders not only enhance their own career progression but also contribute to building a supportive and efficient research culture that promotes creativity, innovation, and productivity. Soft skills also contribute to personal growth, improving relationships and enhancing overall well-being.
References
1. Crotty, D. Richard Feynman, The Great Explainer. Scholarly Kitchen (2016). https://scholarlykitchen.sspnet.org/2016/02/26/richard-feynman-the-great-explainer/
2. Jahren, H. Lab Girl. Waterville, Maine, Thorndike Press, 2016.
3. Chen, I. The Networker. Science (2003). https://www.science.org/content/article/networker
4. National Soft Skills Association. The Soft Skills Disconnect. https://www.nationalsoftskills.org/the-soft-skills-disconnect/
Comments
You're looking to give wings to your academic career and publication journey. We like that!
Why don't we give you complete access! Create a free account and get unlimited access to all resources & a vibrant researcher community.
Subscribe to Career Growth
