How to Make the Case for What Your Team Needs

<p>Lab leaders are the ones who have to speak up to upper management when their team is stretched too thin; needs better tools; or lacks the time or resources to do their work well. Making that case can be difficult; especially when senior leaders are weighing competing needs across the organization.<br />
Attendees will learn how to advocate for their teams in ways that are clear; credible; and tied to organizational goals. The discussion will cover how to frame requests around impact; risk; capacity; and outcomes rather than preference alone; bring useful evidence into the conversation; and explain constraints without sounding resistant to broader priorities. It will also address how to represent staff concerns accurately; set realistic expectations with the team; and respond when a request is delayed or denied.<br />
Key learnings<br />
Frame team needs in terms of organizational priorities; risk; capacity; and results<br />
Use data and specific examples to support requests for staffing; equipment; time; or other resources<br />
Communicate team constraints and concerns clearly to senior leaders<br />
Set expectations with staff when requests cannot be addressed right away</p>