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For some time now Dr Lisa Martin, Animal Laboratory Facility Director, State University of New York at Buffalo, has been building and nurturing close working relationships among facility personnel and their clients. She told me that with good communication, investigators find it easier to make requests—say for customisable equipment, space, technical assistance—and to negotiate or compromise amicably where requests are difficult to meet. Lab personnel find it easier to achieve and maintain compliance, and to speak amicably with investigators when there appears to be a problem. The climate of mutual esteem opens the way for scientists to consult facility personnel, drawing on veterinary experience for questions about animal models, drug doses, and anaesthetic regimes—even brainstorming for ideas when things aren’t going well. And as morale improves, people work harder to prevent problems. The lab, Dr Martin told me, becomes a dynamic, interactive community.
But how does a manager create such a culture when historically there is standoff at best? To change from prickly to team spirit, Dr Martin set out to create a win-win situation where people enjoyed good rapport and where she could nip problems in the bud, create a positive view of the lab, and make scientists feel welcome.
Here are Dr Martin’s tips for getting started, and some benefits to everyone along the way.
TIPS ON GETTING STARTED
Whenever Possible, Meet Each New Investigator within the First Week or Two
Often the first encounter between the facility director and investigator is a meeting to discuss a problem or complaint—by either party. It can often be an unpleasant first encounter not least because it symbolises a culture: we/they, separate entities sharing a space impersonally, sometimes sensing undercurrents of mistrust. Make it your business to meet every new investigator in the first weeks. Discuss their project needs and the ways you might help and support the investigator as he or she gets the project up and running. This enables you to establish a rapport long before any problem has arisen. A few one-on-one moments pays dividends when the going gets tough.
Commit to a Policy of No Surprises and Follow Through
Let everyone know that you follow a policy of no surprises, and be unfailingly consistent in that regard. Whether it’s introducing newly-developed procedures, or fees, increasing per diems, or preparing for upcoming construction disruptions, make sure people know well in advance. When investigators are knowledgeable and prepared, even about unfavourable news, their reaction is less likely to be harsh and they are more likely to accept and adapt to inconveniences.