Last week I read Yvonne Couch’s blog on what “What It’s Really Like Being a PI [1]”, and in there she talks about the realities vs perception, and also how you can prepare for what is essentially an entirely new job – less about the research, and more about being a great programme manager, and leader. It becomes more about nurturing others, and less about the research.
A key skill for any PI is supporting and listening to your team, so in this blog I’m going to talk about why developing a deep listening capability is essential for PIs, especially when guiding early career researchers and fostering a productive research environment (I’m also hoping to persuade you to really listen, and not just default to into reassuring mode).
As I mentioned it… let’s start by talking about the pitfall of reassurance. In leadership roles, the reflex to reassure i.e. to minimise concerns or negate the severity of issues raised by team members, can be a common but counterproductive response. While reassurance may temporarily soothe anxieties, it often fails to address the root of the concerns being expressed.
Let me give you an example, you notice that your PhD student is reluctant to present their work, they eventually say “I’m happy with the work, but I’m not very confident, and I don’t like talking to a big group”, busy PI replies with “Don’t worry about it, you’ll be great, see you on Monday”.
Its not the best example, but you get my point… default there was to try and reassure them, and not to actually listen and then act, guide and support, based on what they hear. For new PIs, the tendency to reassure (not because they don’t care) can inadvertently signal a lack of genuine engagement with the challenges that their team members face, potentially undermining trust and respect within the research group.
Listening and active listening is an important leadership tool, in fact it’s the cornerstone of effective leadership. It involves more than merely hearing words; it requires a deliberate and thoughtful engagement with the speaker’s experiences and viewpoints. For PIs, who must navigate the complexities of managing diverse teams and fostering innovative research, embracing listening can bring significant benefits.
I probably don’t need to spell this out, however for those who need to be persuaded that the old adage of ‘ two ears one mouth’ are important when it comes to managing a team, here goes:
- Effective listening helps to create an environment where all team members feel valued and understood. This inclusivity can boost morale and encourage a more collaborative and cohesive team dynamic, essential for tackling complex research projects. It will also ensure you can target help and support where it is needs to go, and sure, sometimes reassurance may be the thing that’s needed – but if you don’t listen, you won’t know!
- By truly listening to the insights and questions of your team, PIs can challenge their own perspectives and encourage a culture of critical inquiry. This not only enriches the research process but also drives more nuanced and robust scientific outcomes.
- When leaders listen actively, they demonstrate respect for their team members’ expertise and perspectives. This fosters a deeper trust and can empower researchers, particularly those in the early stages of their careers, to take initiative and contribute more confidently to the project.
Now that you have been persuaded that listening to you team is important, I thought I might start to draw this blog to a close by sharing some strategies for PIs to enhance their listening skills
- During discussions, focus completely on the speaker. Avoid distractions and resist the urge to formulate responses while the other person is still talking. This full engagement will provide a more comprehensive communication and insight.
- After listening, reflect back what has been said. This not only clarifies that you have understood the concerns accurately but also shows that you are genuinely considering the team member’s input.
- Foster an environment where team members feel safe to express doubts and challenges. Encourage them to articulate their thoughts fully, which can often reveal underlying issues or innovative ideas that quick reassurance might overlook.
For new principal investigators, mastering the art of listening is more than a communication skill, it should be top of the list on leadership 101. Moving beyond the instinct to reassure and adopting a mindset towards empathetic and engaged listening can transform the dynamics of a research team. It equips PIs to lead more effectively, fostering a lab or team culture that thrives on mutual respect, rigorous scientific exploration, and collective growth.
If you become a good listener you’ll not only do great research (when being a PI actually allows) but you’ll also nurture the next generation of scientific leaders.
Adam Smith
Author
Adam Smith [2]was born in the north, a long time ago. He wanted to write books, but ended up working in the NHS, and at the Department of Health. He is now Programme Director at University College London (which probably sounds more important than it is – his words). He has led a number of initiatives to improve dementia research (including this website, Join Dementia Research & ENRICH), as well as pursuing his own research interests. In his spare time, he grows vegetables, builds Lego, likes rockets & spends most of his time drinking too much coffee and squeezing technology into his house.