How can you identify potential research leaders in your team?

One thing I have found helpful in identifying potential research leaders is focusing on a blend of critical attributes. In my experience, a commitment to justice, diversity, and equity is essential. Leaders should foster a positive environment and adopt a people-first approach, balancing technical skills with emotional intelligence. Situational awareness is also crucial, enabling adaptive and responsive leadership. These qualities ensure successful outcomes and ethical and dynamic team operations.

Based on my experience, leadership can be refined and improved to high levels, but we cannot change profiles. It means that leaders are natural profiles which could be not yet mature or prepared to the leadership demanding role. Therefore, answering the question, the active behavior, analytical approach, curiosity, fairness, ownership, and other attributes can be visible if carefully observed. But when identifying a potential leader, he/she must be coached, supported, and gradually exposed to real challenging situations. A gradual exposition with proper "secure base" usually can forge the best leaders.

They thoroughly understand the subject area and exhibit extraordinary technical skills and expertise. They continuously develop new ideas, present novel ways to issue resolution and exhibit creativity by thinking outside the box. They can clarify complex concepts, effectively deliver research findings, and communicate with colleagues and stakeholders. They use their outstanding communication skills to encourage and motivate team members, foster cooperation, and emphasize the value of research aims. They face and overcome hurdles in their research pursuits. They are experienced problem solvers who can spot problems, devise strategic solutions, and adapt to changing conditions. They are self-motivated. They inspire and influence their team.

Identifying potential research leaders within a team involves assessing individuals based on skills, qualities, and behaviors indicative of effective leadership in a research context. Here are some strategies to help identify potential research leaders in your team: Publication Record: Evaluate the quantity and quality of their research publications. Research Impact: Assess the impact of their research on the field. Innovative Thinking: Identify individuals who demonstrate innovative thinking and a willingness to explore new ideas. Project Management Skills: Leaders should be able to organize, plan, and execute projects effectively, ensuring timely completion and quality outcomes.

Selecting a research leader should prioritize finding a motivated individual who effectively utilizes team and resources, rather than being solely influenced by publication records or specific skills. The focus should be on someone capable of clearly defining goals, communicating effectively, and empowering team members to take ownership of their assigned tasks.

Open communication and incentivization should precede subjecting a potential leader to the 'opportunities and challenges' phase. Creativity, motivation, and leadership skills can be hindered by various factors such as inadequate incentives, ineffective management, and insufficient support and training. Addressing these aspects upfront is crucial for nurturing and discovering effective leadership.

I had a great opportunity in mentoring a young but high potential leader, and providing him with challenges was one of the ways to prepare him to what was to come. However, young leaders tend to believe they are flawless, so when failures come the impact in their confidence usually is catastrophic. This brilliant potential leader failed with a critical milestone and took months until recovering the grieving process. What brought him back on track was his "secure base" established with me. After rounds of conversations he finally understood that nobody is perfect, and winners are just losers who never gave up. In summary, exposing them is important, but providing support is crucial.

There are different profiles, so the expectations changes among different team members, when it comes to recognizing. However, human beings are the same whatever cultural rules, or values they have. It means that recognizing is fundamental! Not only for the sake of recognition, but as a solid feedback that their efforts are driven towards the right direction. Recognition shows more than appreciation, it actually provide the most solid vision of achievement. It is beyond salary, and benefits. It is what makes people go for extra mile.

Along my career, I learned another functional tool to find, develop, and manage research leaders, which is simply listening! Keep in mind that research leaders (or potential leaders) are driven by innovation achievements, which demands a lot of discussions, experiments, and improvements. Listening to them, and / or simply giving space for them share their ideas worth more than any benefit. Leaders don't need anyone to drive them, but just orienting them in specific situations. The suggestion here is to listen more and talk only when they feel lost. This way you will provide the space and environment they need for growing their skills, and the protection they need to keep confident.