Case Study:

Your Best and Brightest Want to Grow

Client:

A professor (as well as MD/PhD) with her own lab at the medical school of Ivy League university.

Presenting challenge:

She would like to achieve early tenure. But she has received negative evaluations from fellows and grad students in the lab.

Desired outcome:

This leader needed to learn how to develop a followership, take the needs of her team into account when making decisions that affected her direct reports, and create a culture of trust and camaraderie where the team could work together to achieve their objectives, both individual and team goals. 

In addition, the client wanted to learn the skills necessary to ask the research questions that would be most valuable in forwarding discovery in her field.  She determined that mindfulness training would be useful in this objective.

Leadership Landing intervention:

Through team interviews and intensive one-on-one conversations, we explored the issues presenting at the lab and discussed at length what opportunities there might be for building trust.  We discovered conflicting ideas around leadership behavior, use of team meetings, and mentorship expectations.  We recommended ways to make team meetings more engaging and egalitarian, encouraging more input from individual team members. We also recommended specific ways the leader could build a team culture of camaraderie, mutual support, and mentorship.

Results:

The leader was able to transform her team, creating a culture infused with much more trust, support, and engagement.  She then achieved tenure and received a $10 million grant to fund her research. 

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Case Study:

Your Best and Brightest Want to Grow

Client:

A professor (as well as MD/PhD) with her own lab at the medical school of Ivy League university

Presenting challenge:

She would like to achieve early tenure. But she has received negative evaluations from fellows and grad students in the lab.

Desired outcome:

To improve her leadership skills and the lab’s culture.

This leader needed to learn how to develop a followership, take the needs of her team into account when making decisions that affected her direct reports, and create a culture of trust and camaraderie where the team could work together to achieve their objectives, both individual and team goals. 

Leadership Landing intervention:

Through team interviews and intensive one-on-one conversations, we explored the issues presenting at the lab and discussed at length what opportunities there might be for building trust.  We discovered conflicting ideas around leadership behavior, use of team meetings, and mentorship expectations.  We recommended ways to make team meetings more engaging and egalitarian, encouraging more input from individual team members. We also recommended specific ways the leader could build a team culture of camaraderie, mutual support, and mentorship.

Results:

The leader was able to transform her team, creating a culture infused with much more trust, support, and engagement.  She then achieved tenure and received a $10 million grant to fund her research. 

Read more Case Studies :