Scientists undergo extensive training to become experts in their fields. After completing a PhD, one might be among the world’s foremost authorities on their subject. However, maintaining expert status requires that scientists can never rest. As new data emerges, science evolves rapidly, necessitating constant effort to stay current and relevant.

And so we become knowledge enthusiasts and avid information seekers, often spending long hours working independently in labs. Our experiences and specialized skill sets, while valuable in our field, may not adequately prepare us for interpersonal dynamics. This can be a disadvantage when we are promoted or choose to take on leadership and management roles.

Many scientists, myself included, are introverted. We prefer curling up with a good book or engaging in deep one-on-one conversations with fellow scientists over networking at conference dinners. This can make us appear aloof, arrogant, or intimidating, even unintentionally. We tend to observe others silently, looking for signs of connection and intellect. Our preference is to analyse data, gain insights, solve problems, and spend considerable time in introspection. Being in the spotlight often makes us uncomfortable (until alcohol is involved, which can lead to unexpected behaviour).

In organizations where management and leadership training is offered (which isn’t always the case and is often optional), it may seem like a chore, distracting from our core work. Some of this training might appear vague or like common sense. Talking to colleagues and clients some say that they found it annoying psychological mumbo jumbo, a waste of their time, just plain wrong, or teaching us the obvious. This is not really that surprising, since these courses have not been designed by or for scientists.

However, consider this: How many scientific leaders truly inspire you or serve as good leadership role models? How often do you find yourself complaining about your bosses’ behaviour? How frequently have you contemplated leaving your job due to your managers’ and leaders’ conduct?
Wouldn’t you prefer a different scenario? Does it inspire you to become that role model for good leadership in science?

As scientists, we are often not seen as or don’t see ourselves as “people persons”. However, what if our scientific training isn’t the handicap we’ve been led to believe? What if scientific thinking is, in fact, a leadership superpower?
My vision was to create a world of scientific organizations where everyone loved coming to work every day. To achieve this, I worked hard on my leadership skills, attending training sessions, reading extensively, and seeking best practices. However, I noticed that most leadership advice wasn’t tailored to scientists.
This realization sparked a thought: What if we could leverage our scientific skills as a foundation for leadership? Recognizing our existing abilities can give us the confidence to tackle challenging people issues. Let’s explore three scientific superpowers that can make us excellent leaders:

Superpower 1: Curiosity
Scientists possess a heightened sense of curiosity, which can be a great asset in leadership. This innate need to dig deeper and understand can be applied to human behaviour. By listening to and observing colleagues, we gain insights into their preferences, strengths, and values. This information is crucial for developing employees appropriately and building trust.
Our observational skills can help us understand team dynamics, anticipate conflicts, and identify complementary strengths. With this wealth of information, leaders can steer collaborations and increase performance effectively.

Superpower 2: Analytical Thinking
Our ability to evaluate information critically is another strength. We base interpretations on hard evidence, quickly discarding or prioritizing hypotheses by considering all available data. As leaders, we can use this skill to assess situations, find gaps and anomalies, and ask probing questions to uncover the root causes of problems.
Rather than addressing superficial issues, our analytical minds can identify real problems, saving resources and avoiding misguided interventions.

Superpower 3: Emotional Objectivity
Scientists often view emotions as distractions that can muddy objectivity and introduce bias. This emotional detachment can be beneficial in leadership. By remaining calm in the face of conflict, we can use our curiosity and analytical skills to resolve disputes and reduce emotional tension during meetings or periods of unexpected change.

Activating Our Superpowers
To harness these superpowers effectively, we need to activate them when they’re most needed. Due to our conditioning, they may not be our go-to responses in high-stress situations. However, with some mindset adjustments, we can shift our perspective and leverage these superpowers to become excellent leaders.
By recognizing and embracing our scientific thinking as a leadership asset, we can confidently step into leadership roles and create positive work environments in scientific organizations.
If you relate to any of this and need some pointers on harnessing your superpowers book a strategy call. It is absolutely free and there is no hard sell.