This practical guide to setting up and managing a lab at a research intensive institution by Bob Goldstein and Prachee Avasthi explores key considerations for researchers transitioning into a principal investigator role. It has many practical suggestions, however, for those who already experienced at managing research groups. It highlights the early decisions that shape the trajectory of a research group, including negotiating resources, designing lab space, recruiting a team, and establishing effective ways of working. Many of these aspects of lab leadership are rarely taught formally, meaning new PIs often learn through experience. The guide helps make these hidden elements of running a lab more visible. For Lab Builders, the resource highlights how decisions about infrastructure, hiring, and working practices can have long-term consequences for productivity and culture. Key insights include: The central message is that building a research group requires both scientific vision and organisational leadership. Early attention to infrastructure, relationships, and culture helps create the conditions for a productive research environment. “Recruitment and people management are central to success. Hire carefully and manage individuals, not generic roles.” Benjamin Lichman, Senior Research Fellow / Senior Lecturer, University of York What will you take forward? One thing to consider: Which …
Plan an effective induction to the lab
This induction resource from eLife was developed specifically to support you with designing a programme for new members of staff, research students, or visitors to your lab, to help them get off to a better and more productive start. It includes: What will you take forward? One thing to consider: Are there unwritten rules in your lab that you assume people will pick up, and what would change if they were named explicitly?
Know the landscape: concordats, charters and commitments that support you as a research leader
As an established researcher, you are no longer just navigating your own career. You are shaping the environment for others. That can feel daunting, particularly when people ask about their development entitlements, research integrity requirements, support for technical staff etc. Much of this is covered by various codes of practice and concordats. Your role is not to memorise every policy or personally implement every commitment. You are responsible for: Key UK Charters and Concordats Below is a summary of the main frameworks you are likely to encounter. You do not need to know every detail, but you should be aware of their purpose and relevance to your leadership role. For a brief explanation of each of the following and a link to further information, see the FLF Development Network’s Research Landscape Toolkit. Career Development and Research Culture. These influence how researchers are developed, assessed and supported across career stages. Equality, Diversity and Inclusion These frameworks shape institutional commitments to equity, representation and inclusive culture. Integrity and Responsibility These define expectations around ethical practice, transparency and environmental responsibility. Technical and Professional Roles: This commitment recognises the vital role of technical colleagues in research and promotes visibility, career development and sustainability of …
Create a group charter or lab book
A research group charter or team / lab manual helps set clear expectations, shared values, and standard practices so that your group can collaborate efficiently and avoid confusion. They can be a valuable resource for getting new recruits up to speed quickly, saving you time during induction. Some research leaders send the manual to prospective students or postdocs so that they can see what to expect from the team. There are many examples of these available for you to adapt to your own circumstances. However, one of the most important things is that these are living documents, and the team feel a sense of ownership over them. The conversations around what should go in them are as valuable as the documents themselves. The following resources help you think about how you might approach writing a manual, charter or handbook for your group. If one of the aims of your team charter is to ensure your team is inclusive, you may find these resources provide some helpful considerations: Finally, this handbook-type resource was created by the Turing Institute to reflect some of the collaborative and interdisciplinary challenges in data science, with practical tools and solutions to address these. It includes advice …
Effective induction practices – from the Academic’s Success Guide
Induction sets the tone for how people experience your research group. These resources offer a clear, structured way to support new staff and doctoral researchers at key transition points, helping them settle quickly, understand expectations, and access the right support without adding unnecessary burden to you as a PI. This short induction guide (scroll down to the Induction section) provides practical guidance for inducting new research staff and doctoral researchers, from pre-arrival through the first weeks and early expectation-setting. It helps established PIs support new starters to settle quickly, understand expectations, and access appropriate support from the outset. Some materials are adapted from Imperial College London and are included for their principles rather than as direct templates. Induction processes differ across institutions. Here are the relevant web pages for the White Rose universities: See also: The Induction guidelines provided as part of the Future Leaders Fellows resource on effective recruitment. What will you take forward? One thing to consider: What assumptions do you currently make about what new starters should already know, and which of these would benefit from being made explicit?
Review and enhance your recruitment practices
Your recruitment decisions have far-reaching and long-standing consequences for your career and impact – the right decisions can help you to delegate well, expand your research, and develop your ideas. The wrong ones can result in hours or days of performance management, stress, and anxiety for all parties involved. The Recruitment Toolkit created by the Future Leaders Fellows Development Network, is a practical, structured resource for research leaders who are recruiting for the first time or want to improve how they hire team members. This is especially helpful for those new to UK recruitment practices, or those wishing to avoid recruitment fails that they have experienced before. The toolkit: It guides you through every stage of academic/research hiring: The toolkit includes: What will you take forward? One thing to try: If you could apply just one piece of advice from the toolkit, which single aspect of your current recruitment practice would you enhance? A more robust person spec? Use of a different interview approach? An improvement to your induction practice?
Explore tailored research leadership resources
Established researchers express a wide range of leadership and management needs such as recruitment, performance conversations, delegation, effective meetings, coaching and mentoring skills etc. There is an overwhelming amount of advice out there: some relevant to established researchers, some less so. Rather than re-create it all here, we recommend and connect you directly to open access resources that are tailored to research and academic leaders: What will you take forward? One thing to consider: What is one leadership challenge you’re dealing with at the moment? Which single external resource could you engage with this week to move forward?