Managing and Leading for Science Professionals book cover

Managing and Leading for Science Professionals

(What I Wish I'd Known while Moving Up the Management Ladder)

Can technical paradigms help managers lead technical companies? In Managing and Leading for Science Professionals, Bertrand Liang explains that they can, as he explores real issues of importance for technical students and managers who want to move into leadership positions. A CEO with an MBA, Liang originally trained as a neurology and oncology clinician and later earned a PhD in molecular biology and genetics. In this book, he emphasizes what he wishes he had known as he advanced through the organization. His practitioner's point of view is perfectly suited to those who are moving, or want to move, from the technical side to the business side. Focusing on the experiences of scientists and engineers, he teaches ways to speak top management's language. His insights deliver essential knowledge, empowering technical staff to succeed using the skills they know best.

Audience

Professionals in technical industries, especially pharma and biomedical sciences, 1st year MBA students with technical backgrounds, and participants in executive MBA courses, especially those from technical industries. 

Hardbound, 192 Pages

Published: October 2013

Imprint: Academic Press

ISBN: 978-0-12-416686-8

Reviews

  • "Many scientists and engineers have the wrong perception of managing and what it takes to move up the ladder. This highly useful book demystifies what managers or leaders do, and offers valuable practical lessons that all scientific professionals could benefit from."--David Y Choi, Loyola Marymount University

    "Why do many highly skilled and seasoned scientists have issues with adjusting to the new demands of a managerial position, you may have asked yourself. Bertrand Liang's book provides an insightful and easy to read answer from someone 'who has been there and who has done it'. Ease up, you are not facing a thousand pages with a myriad of figures and tables but instead many real life examples of what stops a lot of praised scientists from being equally successful team leaders."--Clive-Steven Curran, University of Muenster


Contents

  • 1. The Road to Success is the Road to Failure

    2. Management v. Leadership

    3. Career Anchors

    4. Delegation

    5. Taking Interest: New Skills

    6. Risk=Management: the Non-Scientist/Scientific Perspective

    7. Decision Making is Hard

    8. Moving up the Ladder: Abandoning your Peers?

    9. Relationships: More Than Just Your Specialty

    10. Leading and Managing Yourself: Mentors

    11. Tactics: the 4 P’s and Walkarounds

    12. Managing Upward

    13. Being the CEO (or at least Acting Like One)

Advertisement

advert image