Leadership for Principal Investigators (PIs)

• Identify the aims and vision for the group, purpose and direction – define the activity (the task)
• Identify the resources, people, processes, systems and tools (including finance, communications, IT)
• Create the plan to achieve the task – deliverables, measures, timescales, strategy and tactics
• Establish responsibilities, objectives, accountabilities and measures, by agreement and delegation

• Set standards, quality, time and reporting parameters
• Control and maintain activities against parameters
• Monitor and maintain overall performance against plan
• Report on progress towards the group’s aim
• Review, re-assess and adjust plans, methods and targets as necessary.

Performance management is about ensuring that:

• Each researcher knows what is expected of them and how that contributes to the wider goals of the team, unit and institution
• Your team are given the opportunity to use their skills effectively and develop them to fulfil their potential
• Your researchers build the relationships to allow them to work well as a team
• Your team remains motivated

• The best researchers are identified and retained
• Those who are not performing well can be identified and encouraged to improve
• Ultimately, the project you are leading is completed successfully and on time.
• It is also about you: being aware of how your own behaviour impacts on the performance of your research team so you can improve to get the best out of those around you.

• As principal investigator (PI) you will have day-to-day responsibility for managing your researchers and will be expected to motivate your staff, help them work to their full potential, continuously improve their performance and ensure they get their work done.
• Your institution will have support mechanisms in place that you and your researchers can take advantage of. Some, such as the induction of new staff, may be arranged by the institution; institutions that have adopted clear performance management processes are likely to provide support or training for all those involved.
• Induction sessions for new staff may not instinctively seem part of performance management but can be important in starting a newly employed researcher off in the right way. Information on the institution’s structure, goals, and their place within that, learning about their rights and responsibilities and the development opportunities available to them can be invaluable in ensuring your team is well informed and feel part of the organisation from the start.

• Most institutions require new staff to complete a period of probation. For you this is an opportunity to use an institutional requirement to help manage your researchers. Even the most able new staff member can take time to adjust to new surroundings and possibly a new work culture. A good manager can use the probation period as a prompt to focus their attention on a new staff member and ensure that they feel part of the team.
• Formal annual appraisal is not only required by most institutions but is an essential part of performance management. Having the opportunity to spend dedicated time discussing their performance and career goals can be immensely valuable for a researcher. For you it is a great opportunity to ensure your staff are continuing to develop and that you understand their goals and objectives.
• Your institution will have programmes already in place to help get the best out of your staff. Your job is to work with your researchers to help them identify the areas in which they need, or would like, to develop and to encourage them to use the opportunities available to them effectively.

• Can I get training on grant writing?Your research office will be able to signpost you about this. Most institutions will offer courses on grant writing. There are external providers who also provide courses, these will vary in what they are targeting. Some course providers are membership organisations, so if you or your institution is a member, you can benefit from reduced rates.
• How can I strengthen the chances of my proposal being more successful?See our page – Doing research  –which has information about Developing a research proposal and research funding.

• How do I plan for the entire period of project funding?
  See our page – Managing research projects which has information about managing project finances.
• How can I keep my team motivated?See our page – Managing a research team – which has information on Monitoring progress and motivation.