Research management leaders such as Research office directors and managers, are often dealing with very brilliant people such as supreme scientists, physicians, academics with the highest level of degrees – this can be intimidating. Research managers are often influencing people over whom they have no direct line management and indeed, in some cases, where there is no culture of line management. At the same time, within their own institutions, research and its management is often seen as a secondary issue to the “real” administrative issues like finance, HR, estates, IT etc. Research managers must therefore be skilled advocates for research management with other senior administrators within their own organisations. In order to rise through the ranks (as many research managers do), and have an impact on both very intelligent researchers, and senior administrators, research managers have to hone a very special skill set. It takes inner strength and confidence to rise to a level where top professionals will listen and learn.
This presentation, by three senior research managers from three different countries will examine the skill sets needed by senior research managers to lead and advocate in their institutions and examine whether these are generic or specially honed leadership skills.
|Time||15:45 - 17:00|
|Date||Tuesday 5th June, 2018|
|Theme||Leadership & Professional Development|
Dr Mark Hochman - Business Development Manager, Education and Professional Development, ARMS and private consultant
Debra Schaller-Demers - Research Outreach and Compliance Director, Memorial Sloan Kettering
Dr Ian Carter - Director, Carter Research Navigation