From Researcher to Manager: The Perfect Transition
You’ve probably come across endless articles on “how to be a better manager.” But here’s the twist: being a brilliant researcher might just be your secret weapon to being an equally brilliant manager. Surprised? Let’s dive deeper.
1. Emotional Intelligence: Your Unseen Superpower
Ever since Daniel Goleman published the book “Emotional Intelligence,” the corporate arena has been abuzz about the magic of EI or EQ (Emotional Quotient). Self-awareness, self-regulation, motivation, empathy, and social skills might seem like buzzwords, but they’re the very essence of what makes a manager stand out.
As researchers, these aren’t just words for us. They’re our daily tools. As part of becoming better qualitative interviewers we are taught to be open, not be overly critical or unrealistically hopeful. And guess what? They are gold when leading a team. Can you recall a manager you looked up to who didn’t have a shred of honesty or introspection? Probably not.
The goal for research has always been simple: build empathy for our users. As managers, this translates to understanding our team, their dreams, their challenges, and their expectations. It’s also about resonating with the myriad perspectives of stakeholders. Being empathetic to the challenges that product managers and engineers face on meeting deadlines or key results can drive better relationships and enable research to drive impact and strategy.
2. The Power of Listening: Your Silent Guide
Good managers, much like good researchers, know the art of listening. It’s not about being passive; it’s about actively soaking in what’s being said. Career development conversations are a two-way street, and a manager can provide effective guidance only if instead of solely dictating the path forward, they have meaningful conversations with their team members, and invite feedback by asking open-ended questions. Good researchers are those that listen more and talk less and ask open-ended questions while conducting a user interview and the same is true for good managers.
By truly hearing out your team, you’re not just making them feel valued but also ensuring that their growth paths align with the organization’s vision.
3. Data Analysis: The Unsung Hero of Personalized Coaching
Every researcher knows that amidst the vast sea of data lie hidden patterns, insights, and narratives. The same holds true for a team. As managers, it’s our job to understand the strengths and growth areas of every individual, to spot patterns, and to tailor our coaching accordingly.
Consider adopting the “How Might We” mindset a key framework in Design Thinking and research. It’s not about pinpointing problems; it’s about envisioning opportunities. Instead of pondering over enhancing an individual’s performance, shift the narrative to: “How Might We enable this person to truly shine?”
In Closing…
Being a researcher is a journey, and so is being a manager. But the skills we acquire in the former can be beautifully transitioned into the latter. It’s about viewing management through the lens of research, about realizing that at the core of both lies empathy, understanding, and growth.
Remember, every day is a fresh page, a new user study, a novel managerial challenge.
And as always, I’m eternally grateful to my team of researchers that I have worked with over the years. And I would be remiss if I didn’t add this caveat that everyday I am learning to be a better manager to my team members and have a long road ahead of me.
If this resonated with you, consider sharing it. After all, good insights, much like good research, are meant to be shared!
