
Strategists and Team Players: Trends in Academic Medical Research Leadership
Andy Bean, Ph.D., and Daniel Flynn, Ph.D., explore the evolution of research leader roles and what institutions must look for when they recruit and develop...
Vice Provosts/Presidents of Research (VPRs), Chief Scientific Officers (CSOs), and other key research leaders play essential roles within academic medical institutions. In addition to coordinating with operational functions underlying institutional support for research, they are charged with ensuring the research activities of the institution are strategically aligned with the goals and mission of the larger organization. Andrew Bean, Ph.D., and Daniel Flynn, Ph.D. both of whom recently joined WittKieffer in an Of Counsel capacity, have had distinguished careers as researchers and VPRs, and experience in the recruitment of research leaders. In the conversation below with Kimberly Smith, leader of WittKieffer’s Academic Medicine Practice, they explore some of the key issues surrounding the evolution of these essential roles and what institutions look for when they recruit research executives.
Smith: What trends are you seeing in research leadership? What do academic medical centers and academic health systems expect from them that differs from the past?
Bean: These roles are truly evolving and expanding in scope and responsibilities. There has always been a desire for VPR/CSOs and other research leaders to have recognized names and impeccable research credentials – they bring credibility and vital funding to the institution. While still important, a research leader’s bona fides and status must be considered within the context of their ability to truly lead. There is a premium placed on EQ and working collaboratively and constructively with a range of colleagues for the collective good. Research leaders must be able to, for example, build strong connections between the organization’s research, educational, and clinical goals as well as operational units that support research activity.
Strategy is a critical element, too. The role requires someone who thinks proactively and creatively about how the organization’s myriad research initiatives will thrive today and for years to come.
Flynn: I agree that strategy is an increasingly significant and recognized part of a VPR/CSO role, Andy. There has to be a clear vision around a few key things: ensuring the infrastructure needed to support current and future research endeavors; promoting a “customer service” approach toward faculty and their needs; and maintaining proactive communication about the direction of the entire enterprise, research’s role within it, and how research supports the organizational mission.
To this last point, good research leaders today are over-communicators. They strive for regular written communications about their needs and expectations, host town hall meetings and forums to gather input, drop in at faculty and other campus meetings. They’re highly visible, vocal leaders, well beyond what was required even five or 10 years ago. Yes, they’re visionaries and strategists, but not in isolation.
Bean: Dan, you mention the direction of the larger enterprise. A VPR/CSO has to be a realist and team player in this regard. Most institutions cannot be all things to all people – there must be research priorities that align with institutional priorities and/or institutional strengths and resources. And this executive must be forward-looking: Are current strengths those that will be important in the future state? Is the institution “skating where the puck is going” or considering only what is successful now?
Smith: How do these emerging capabilities and needs show themselves on a daily basis?
Flynn: In terms of actual deliverables required of the role, at a minimum a VPR/CSO should have a working division or unit plan that is folded into the larger organizational plan and an implementation strategy for it. They’ll need to perform periodic review of the plans when new opportunities arise, or a pivot becomes necessary. Strategic planning and risk management are critical to ensuring that the institution is well positioned to move forward with new initiatives.
One of the biggest challenges in an Office of Research is when complex, unexpected problems arise. Whether it is an adverse event in animal quarters, a violation of research compliance rules or some other event, it is important to have trusted colleagues to talk to, and a strong, talented team to lead and address those issues with you.
Regarding the team, talented unit leaders need room to create and innovate. They also need control over their own unit. Thus, the advice for VPRs and CSOs is that it is important to empower and trust your team, but at the same time hold them accountable. I encourage them: “Never subvert the authority of your team-leaders. Show them you trust them and allow them to make decisions. Also, invest in their career growth.” Good leaders show their teams they care about their careers and are willing to help them grow. If they move on to other positions that are more prestigious, that is a credit to the leader. Those research leaders who attract the best and brightest are those who seek to build a culture of trust, empowerment, and career growth every day.
Smith: What are the implications for institutions looking to recruit their next research leaders?
Bean: While I agree that infrastructure, communication, and building a research strategic plan (including one for operations) are important for success once in the position, the lack of these plans can present opportunities when recruiting into a research leadership position. Given finite budget and space resources, the ability to build a team, collaborate effectively across the institution, and lead efforts around prioritization and alignment of resources with the vision of senior leadership are essential. All of which speaks for the need to hire someone who is a “servant leader” who has everyone’s interests at heart.
Recruiting is very institution-specific, of course. There are several types of institutions that will have these VPR/CSO-type vacancies: R1 and R2 as well as larger predominantly undergraduate institutions. In each of these types of institutions research culture plays an important role in the success of the newly hired VPR. The “customer service” and “communication” competencies that Dan spoke about are necessary. In R2 and predominantly undergrad institutions, faculty culture is very important for success. (In some institutions one can find three types of faculty – faculty researchers, research-interested faculty, and research-resistant faculty.) In these cases, customer service (making research easy) and communication (including the why and how of every decision) are critically important. For roles at R1 institutions, the foundational infrastructure is likely already present and skills like EQ, general people skills, mentoring, and team building are essential.
Flynn: Institutional type also largely determines the degree and range of technology transfer opportunities there may be. As recipients of taxpayer dollars, researchers and research leaders have an obligation to bring discoveries forward for public benefit. Leadership must ensure faculty understand how tech transfer and intellectual property will be utilized. They have to have pathways to get IP to market, and quickly. Hearkening back to the collaborative nature of these roles, research leaders must explore partnerships with the private sector that – together – allow faculty to invent knowledge that is not yet available and is needed. Such partnerships can be lucrative for the researchers involved as well as the institution, but only if undertaken strategically with an eye toward sustainability of the partnership.
Smith: Any other characteristics you see as vital for future research leaders?
Bean: One other area to consider is the leader’s ability to “read the room.” Researchers transitioning into administrative roles have a steep learning curve and are often unprepared for the political push and pull that can happen around resource prioritization. If empowered to do so, research leaders must make difficult (though consensus-driven) decisions that are aligned with the institutional budget and mission.
Flynn: All of these responsibilities – providing strong customer service, supporting the research infrastructure, exhibiting effective communication skills, identifying new opportunities, and promoting the research mission – are critical for success. Importantly, for one to lead, a research leader needs to have credibility with the faculty and have earned their trust. They should never over-promise, and when they make promises to faculty, they must make sure to keep them. I tell research leaders: “They will appreciate and respect you for it, and if you do not, they will never forget.”