Leading Teams by Example and the Insight-to-Action Gap

“I know how I want to show up as a leader but it’s not always easy!”

The importance of leaders enacting the values and behaviors they say are important cannot be overstated. This is because leaders are being watched very closely. Team members watching will not do as the leader says, instead they will model their behavior and do as they do.

This is why the insight-to-action gap is important to understand. The insight-to-action gap is the space between someone saying a particular way of behaving is important to them and being able to exhibit it in real time. For example, imagine a leader tells their team that it is critical to be open to the ideas of people who disagree with them and not to act defensively and to encourage the dissent and approach it with a collaborative mindset. Yet when confronted with the same situation, the leader is self-protective and fails to invite discussion to learn more where the difference of opinion comes from not to mention how it can be overcome.

Such a mismatch may be a blind spot for the leader, they may not even realize that what they are doing doesn’t align with what they say is important. Everyone has blind spots. Leaders can close the intention-to-action gap through lots of practice and a willingness to invite and receive feedback from others. Inviting feedback requires some level of vulnerability, and being vulnerable is not something leaders are always comfortable with. And yet, when they take that risk, they find that the team is typically more than willing to help them improve their skills and abilities. In turn, team members are then more willing to seek feedback themselves. They are modeling their behavior after the leader’s.

Five Steps to Closing Insight-to-Action Gaps in Research Collaboration

1) Establishing Trust and Cohesion Leadership sets the tone for trust and cohesion within scientific teams. When leaders consistently demonstrate transparency, accountability, and are fully present with others, they foster an environment where team members feel valued and respected. This atmosphere encourages open communication, constructive feedback, and collaboration, laying the foundation for meaningful relationships and rigorous science.

However, if leaders fail to demonstrate the values and behaviors they say are important, trust erodes, leading to discord, disengagement, and ultimately, a breakdown in teamwork

2) Cultivating Innovation and Creativity Science thrives on creativity and innovation, both of which flourish in interdisciplinary environments that encourage diverse perspectives and productive conflict. Leaders who embody values such as inclusivity and open-mindedness foster a culture where team members feel empowered to explore unconventional ideas and challenge the status quo. By creating space for experimentation, risk-taking, and asking questions, these leaders unlock the full potential of their teams.

Conversely, leaders who stifle dissent, strive for harmony, or prioritize conformity inhibit the potential for more than incremental research advances, a strong team dynamic, and healthy team relationships.

3) Enhancing Collaboration and Knowledge Sharing Fostering a culture of sharing knowledge, skills, talents, and resources empower teams to achieve more together than they could individually. By championing values such as teamwork, cooperation, and sharing, leaders break down silos, facilitate cross-disciplinary collaboration, and accelerate the pace of discovery.

However, leaders who prioritize competition or who view themselves or others as entitled, create barriers to sharing information and expertise, hindering progress, and limiting the impact of scientific endeavors.

4) Strengthening Ethical Conduct and Integrity Ethical conduct and integrity are foundational principles of scientific research, ensuring the validity and credibility of collected data and subsequent interpretations. Leaders who uphold these values by adhering to rigorous ethical standards and promoting responsible conduct of research inspire confidence in their teams and the broader scientific community. Such leaders uphold the highest standards of scientific excellence and promote public trust.

Conversely, leaders who compromise on ethics or prioritize short-term gains over long-term integrity jeopardize the reputation and credibility of their teams and organizations, undermining the scientific process.

5) Maximizing Impact and Contribution Scientific leaders for whom maximizing the impact and contribution of their scientific endeavors for societal benefit is a priority act in ways that align with that commitment. These leaders empower their teams to tackle pressing global challenges, from climate change to public health crises, to delivering products for societal good. By fostering a culture of purpose-driven collaboration and collective responsibility, these leaders harness the collective expertise and resources of their teams to drive meaningful change and create a positive impact on the world.

However, leaders who do not translate what they say into action, risk impairing the potential of their teams to advance scientific knowledge and address the critical societal needs.

Effective Team Science leadership requires more than just words; it necessitates action. When leaders decide how they want to lead, they have a responsibility to seek input and feedback on how they are doing in achieving their goals and strive for continued improvement. In this way they will be walking the walk and will be leading by example for all who are watching.

– L. Michelle Bennett