As we start the countdown to year-end and look to the future and what 2025 will hold for us, we sometimes think about our career – where we are and where we want to be. Are you thinking about a career shift from research to management, perhaps? Or maybe you’ve already started the journey and are swimming in unfamiliar waters. Don’t worry; you’re more ready than you realise.
As a researcher, you’ve tackled complex problems, worked with diverse teams, and stayed the course through setbacks. Those same strengths that made you an expert in your research field can make you a standout in a management team if properly harnessed!
In my 15 years of hiring and 10 years of mentoring, I’ve seen firsthand how researchers can shine in leadership roles. I’ll share five skills that you, as a researcher, already possess—and how they make you the exact type of leader that organisations are looking for today.
With your research background, you know that breakthroughs happen when you combine analytical rigour with a dash of imagination and a truckload of perseverance. You’ve been trained to look at problems from every angle, test bold ideas, and invent solutions that others would overlook. This unique problem-solving approach is golden in management, where old solutions rarely fit new challenges and time is always of the essence!
In fact, the World Economic Forum’s 2023 “The Future of Jobs” report listed creative thinking as the second most important skill for workers1. Whether the task is rethinking processes or creating budget-friendly solutions, you bring fresh, flexible thinking to the table. And let’s be honest—while others debate whether the glass is half empty or half full, you’re busy redesigning it to hold 20% more.
You’ve spent years juggling input from diverse teams—scientists, designers, engineers, and analysts—all with their own perspectives and priorities. That’s not just a skill; it’s an art form. In management, you’ll be doing more of the same thing: building bridges between departments, aligning goals, and creating synergy (a fancy word for “teamwork”).
Harvard Business Review found in a 2017 survey that 81% of respondents said collaboration was important to their company’s success2. You’re well-prepared to lead cross-functional teams because you know how to communicate, compromise, and keep the peace. After all, if you’ve ever managed to get a biologist, a data scientist, and a designer to agree on a project timeline, congrats—you’re more than ready to wrangle a corporate team.
You may not have called it “project management,” but managing long-term, complex projects is a huge part of your research background. From writing funding proposals to juggling timelines and coordinating teams, researchers like you already live and breathe project management.
In the world of tight budgets and shifting timelines, your ability to achieve big goals with limited resources will be a huge asset. So, if you’ve successfully led a project where the funding ran out halfway, equipment vanished mysteriously, and the deadlines kept changing—you’re going to feel right at home in management!
Research is tough. Experiments don’t always work, funding can be pulled, and peer reviewers… well, they’re not always kind. But these experiences have made you adaptable and resilient—qualities that are invaluable in management. The World Economic Forum lists resilience as a top skill for modern leaders, especially as organisations navigate constant change1.
You’ve developed the ability to stay calm, pivot when necessary, and keep pushing forward. This will make you a steady presence in management; someone able to reassure your team when things get rocky. Plus, your research background means you’re comfortable with ambiguity and open to creative solutions—a must for handling unpredictable situations. In short, after surviving peer review, you’re ready for anything.
Leadership is more than strategy; it’s about connecting with people, understanding their needs, and motivating them to succeed. STEAM researchers, especially those with an arts component, often have a high degree of empathy and emotional intelligence. Harvard Business Review has shown that emotional intelligence in leadership is a strong predictor of success and having empathetic leadership leads to increased employee engagement and productivity3.
You’ve spent years observing human behaviour, whether to design user-friendly products, interpret social data, or craft a story that resonates. Now, you’re poised to bring that insight to your team, fostering a positive environment and tackling tough conversations like a pro. Emotional intelligence allows you to engage your team, manage conflicts, and create a supportive culture—things that pay off with higher engagement, productivity, and loyalty.
In Conclusion: You’re Already a Leader (You Just Didn’t Call It That)
So, if you’re on the fence about stepping into management, remember: the skills that made you a successful researcher are the same ones that will make you an exceptional leader. Your unique blend of creativity, collaboration, project management, adaptability, and empathy is exactly what today’s organisations need.
Sure, you might need to pick up some industry-specific lingo, but you’re bringing years of expertise in leading, innovating, and solving complex problems. Management is just a new kind of experiment—and you’re already more than qualified to run it.
Sources for more Reading:
