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Did you know that everyone, even the top leaders at the top companies, is winging it? To be clear, I don’t mean that everyone is faking it or that everyone is operating out of their depth - it just means that the higher up you get, your responsibilities will grow, and you’ll be asked to lead more and more - teams, departments, maybe eventually entire companies. As a leader, you’ll be asked to solve new problems or achieve new goals - nobody hires a smart, capable person just

Sometimes you’ll make a decision, and then at some point down the line you’ll consider changing your mind. When is this a good idea?  Oftentimes we’re taught to view changing your mind as a bad thing - like once you’ve made a decision you should stick to it. But what if something changes? Ignoring new data and refusing to ever change your mind on principle is, like most absolute rules, not a great idea.  If you’re feeling friction, resistance, or self-judgement about changing

One question I get a lot from clients is: how do you tell the difference between intuition and anxiety? This is especially relevant when they are trying to find their own voice and become more confident in new roles. How can you recognize your inner voice trying to tell you something important and differentiate it from anxiety driven by fear? The Quick Rule for Differentiation My favorite rule is simple: if you’re being driven towards something you want, it’s more likely to

You've mastered the language of your domain. You can discuss experimental design, assay development, regulatory requirements, or clinical trial protocols with precision and clarity. But now that you're leading a team, you're discovering that technical expertise alone doesn't make you an effective communicator. In fact, some of the communication habits that served you well as a bench scientist or research contributor are actively undermining your leadership. Here are the five

If you've spent your career or PhD optimizing experiments, debugging code, or refining research protocols, you already know that good feedback loops are essential to progress. But when it comes to giving feedback to your team members, many technical leaders struggle. The skills that made you an exceptional scientist or engineer - precision, objectivity, problem-solving - can actually work against you if applied incorrectly to interpersonal interactions. The good news? You can

You spent years honing your craft. Whether you're a scientist, a healthcare professional, an engineer, or a developer, you built your career on precision, data, and deep subject matter expertise. You became the person everyone turned to when the problem was complex and the stakes were high. Then, you got promoted. Now, you're a manager or team lead, and you are discovering a universal truth: The skills that got you here are not the same skills that will keep you going. Transi