From Lab Bench to Leadership: Transitioning into Management as a PhD

One of the most pivotal decisions many PhDs face when transitioning from academia to industry is whether to stay hands-on in the lab or pivot to a managerial role. For those contemplating the leap into management, the journey can be as exciting as it is challenging.

How do you prepare for this shift and navigate the pitfalls? Here's what you need to know.

Figure 1: Management can seem a mystery at first! Image used under CC. 

Understanding the transition

While a PhD equips you with exceptional technical skills, transitioning into management often means stepping into unfamiliar territory. Unlike solving technical problems in the lab, management involves a different skill set: mentoring, setting strategic goals, and fostering team success. This shift requires deliberate preparation and a willingness to embrace new responsibilities.

After my second postdoc, I realized that working in the wet lab wasn’t the right path for me. I began exploring alternative career trajectories within the industry, but the transition wasn’t easy - I had to reinvent myself and redefine the value I could bring to potential employers. Over time, I discovered that I not only enjoyed the technical aspects of my work but also found fulfilment in supporting my team’s development and career growth. This realization led me to pursue a shift into a more managerial role.

Along the way, I discovered strategies to effectively pivot my career development and align it with these new goals, which I’d like to share below.

Common pitfalls in the transition (what I wish I knew before experimenting on myself)

1. Assuming management is a natural progression
   Many believe management is the next logical step after technical mastery. However, being a great scientist doesn’t automatically translate to being an effective manager. Mismanaging (no pun intended) expectations —yours and your team's—can lead to frustration.
   
   
2. Clinging to technical tasks
   Delegation can feel unnatural for those accustomed to hands-on work. The temptation to "do it yourself" can result in burnout and underutilized team potential. I often thought that performing a cell culture experiment myself would take less time than the seemingly burdensome task of explaining the steps to a lab assistant. However, I recognized the need to shift my mindset to empower my team and allow myself to focus on my core responsibilities, which typically revolved around the broader vision rather than the day-to-day details.
   
   
3. Ignoring individual differences
   Managing a team isn’t “one size fits all”. Each team member has unique motivations, strengths, and learning styles. For example, during my time as a lab scientist, I worked with a diverse team where some members thrived on independence, while others required more guidance and structure. I quickly learned that my approach needed to adapt based on individual needs. For instance, I had one colleague who preferred detailed instructions and regular check-ins, which helped them stay on track and feel supported. Another team member was highly self-motivated and excelled when given the freedom to explore projects autonomously. Failing to recognize and adapt to these differences could have led to frustration, micromanagement, and disengagement. By tailoring my leadership approach to each person, I was able to create a more productive and cohesive team environment.
   
   
4. Neglecting communication skills
   Clear communication is the backbone of effective management. Miscommunication often arises when managers fail to set expectations or provide timely feedback, leading to unproductive dynamics. I experienced this firsthand when it took me some time to adapt to the communication style of a new, junior team member who had values, working styles, and skills that were quite different from mine. Learning to bridge those differences was a pivotal moment in my growth as a manager.