Case Studies on Supervising
Situation    What would you do?
Situation 1: You hire a competent
American-born “twenty something”
technician to assist a “forty something”
research associate (naturalized citizen)
in completing numerous time-sensitive
assays. The technician emails you “It is
not possible for me to work more
efficiently or faster, may I work with
someone else?”		 Things to consider:
Age difference.
Cultural expectations of “work ethic.”
What are your expectations for hourly 
     compared with salaried employees?
Efficient use of time.
Is there a laboratory policy for cell 
      phone, personal computer use?
Situation 2: During a research progress
meeting, a member of the student’s thesis
committee expressed some concerns and
made recommendations regarding how to address them. Two weeks later, you meet with the student and ask about the progress with the recommendations. The student says, “but you didn’t tell me to do it.”

Mentoring to independence:

What is the maturity level of the student? Adjust mentoring accordingly.

Account for differences in generational expectations for independent activity.

Don’t underestimate the benefit of written lists!
Situation 3: You notice inconsistencies
in a post-doctoral fellow’s behavior and
work. While others in the laboratory to
do not say anything to you directly, you
sense tension and frustration. The employee in question was assigned to a project using a costly chronic, large-animal model. These experiments were funded by your grant.		 What do you do?

How do investigate this situation? Who do you talk to first?

How will you review existing data generated from this project?

Should the project be re-assigned? Experiments repeated? Who completes the project?

Does human resources or research administration need to be involved?

Situation 4: An ambitious Assistant
Professor climbing the academic ladder has developed a new technique in collaboration with you and several senior colleagues. This person writes an NIH grant to apply the technique as a novel diagnostic. One of the senior collaborators who is about to retire refuses to participate unless he is named PI.		 Is there a compromise?

What is the motivation? Are there extenuating circumstances?

Whose idea was it? Do you err on the side of inclusivity?

Work to promote and stand behind your students and employees.  They are your legacy.
Related Items

Performance Expectations for Summer Students

Sample list of performance expectations that can be used for summer students in the lab.

Performance Expectations for Laboratory Work

Sample list of performance expectations that can be used for employees doing laboratory work.

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