Two Jobs in One: Being a “Leader who is a Researcher” and a “Researcher who is a Leader"

Key Insights

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  Leadership requires balancing the needs of the research team with the broader organization's goals, creating tension in prioritization.

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  Researchers instinctively seek more data, but leaders must often make decisions with limited information, which is uncomfortable for research-minded people.

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  Research quality compromises, like double-barreled survey questions, often stem from real-world constraints rather than poor design.

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  Leadership involves adopting new mindsets beyond data analysis, including communication, influence, and accountability at scale.

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  The identity of being a leader can be harder to recognize and define compared to the clear identity of being a researcher.

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  Evangelizing high-quality research practices across a large company is a continuous challenge and responsibility for research leaders.

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  Transparency with teams about difficult trade-offs helps manage tensions when company priorities override team interests.

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  The physical organizational placement of a research team (e.g., UX vs. strategy) influences its scope, priorities, and impact.

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  Leadership success often depends on managing outwardly and building broad networks rather than only leading downward.

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  Discomfort in the dual role of researcher and leader is inevitable and can be embraced as part of personal and professional growth.

Notable Quotes